Geopolitical risk challenges global production networks not only by disrupting trade and capital allocation but also by reshaping labor, a productive input that firms do not own and cannot redeploy unilaterally. We study how bilateral geopolitical tensions between multinational enterprises' (MNEs') home and host countries affect workforce reallocation across global firm networks. A sequential firm-worker model predicts that rising bilateral risk increases net labor outflow from exposed subsidiaries to other firms in the host country. Using a bilateral geopolitical risk index constructed from GDELT 2.0 conflict events and worker-level employment histories for 19,626 MNEs across 61 host countries over 2015-2025, we find that a one-standard-deviation increase in bilateral risk raises net labor outflow by 0.47 workers per 100 employees per year. Approximately 77 percent of this net response is absorbed by other employers in the same host country, whereas intrafirm transfers to headquarters show no response. Difference-indifferences designs around major geopolitical shocks (e.g., the 2022 Russia-Ukraine War and the 2018 China-U.S. trade war) yield the same laborflow pattern.Mechanism tests rule out destination wage premia, rival-firm recruiting expansion, strategic MNE layoffs, and cross-border mobility frictions as explanations. Instead, workers tend to remain in the host country and join locally headquartered employers while preserving their occupations and industries, consistent with worker-driven safety-and stability-seeking. The resulting labor outflows are associated with less effective, less generous, and less transparent hiring, as well as weaker subsequent innovation at the MNE. At the aggregate global-network level, employment in high-GPR host countries declines while employment in moderate-GPR host countries rises, with no evidence of employment expansion at headquarters. These findings reveal a structural limit to reshoring and friendshoring: under geopolitical risk, labor does not move like capital and often does not come home.

Problem definition: This study examines self-attribution tendencies and their associated outcomes in operations management (OM) performance evaluation in which managers are not always objective when giving credit to outcomes. They may attribute strong performance to internal factors (internal credit), assigning poor performance to external factors (external blame). Methodology/results: Large language models (LLMs) based on LLaMA-3.1-8B-Instruct are fine-tuned to analyze earnings call question-and-answer (Q&A) transcripts and construct a firm-level measure of OM self-attribution. The superiority of an LLM’s performance is validated against traditional natural language processing approaches (gradient boosting, k-nearest neighbors, and random forest) and alternative LLMs (e.g., GPT-4o). The LLM-based measures are then used in multinomial logit models and fixed-effect models to assess the existence of self-attribution and its associations with subsequent outcomes. Empirical analysis reveals a consistent pattern of OM self-attribution: managers claim internal credit for intraorganizational actions, assigning external blame to supply chain partners or macroeconomic conditions. This pattern persists after controlling for managers’ experience, Q&A sequencing, leading questions, contextual factors, and uncertainty in LLM outputs. OM self-attribution is more prevalent among larger firms, firms led by more experienced managers, and firms with lower operational efficiency and supply chain risk. Whereas non-OM financial self-attribution is documented as a psychological bias, OM self-attribution exhibits a distinctive diplomatic and constructive nature. In contrast to the temporary effect of non-OM financial self-attribution, OM self-attribution is associated with real changes to financial and operational outcomes. Firms with stronger OM self-attribution tendencies receive more positive market and media responses and tend to have better future positioning in production and demand management and supply chain optimization. Managerial implications: This study complements existing work on financial self-attribution by identifying a unique pattern of self-attribution in the OM context that functions as a strategic illusion of managerial control. OM self-attribution can be interpreted as a strategy by which managers strategically shape attributions to signal active engagement in an uncertain environment, ultimately associated with positive future firm performance. History: This paper was selected as part of the 1RR initiative between the M&SOM journal and the MSOM Society. This paper was part of the 2025 MSOM Interface of Finance, Operations and Risk Management (iFORM) SIG Conference. Funding: This work was supported by the Research Grants Council, University Grants Committee (Hong Kong) [Grant 14505325], TKI Dinalog Dutch Institute for Advanced Logistics [Grant 35503010], and National Natural Science Foundation of China [Grant 72342026]. Supplemental Material: The online appendix is available at https://doi.org/10.1287/msom.2025.0548 .

Problem definition: The COVID-19 pandemic imposed unprecedented stresses on global supply chains (GSCs), compelling companies to reassess their supply chain structures and strategies. This crisis has also heightened awareness among businesses, consumers, and policymakers about the critical importance and far-reaching implications of GSC design and management. This unique moment presents a generational opportunity for Operations Management (OM) researchers to document and understand the ongoing restructuring of GSCs. Methodology/results: By analyzing microlevel data on U.S. customs import shipments (2019–2021), we uncover shifts in GSC strategies during the COVID-19 pandemic. Firms diversified suppliers within existing sourcing locations and reallocated volumes among them. Whereas dependence on China decreased, imports from other Asian nations like India and Vietnam, as well as North American countries like Canada and Mexico, increased. Industry-specific differences were pronounced, and a notable shift toward lower-frequency, higher-quantity shipments was also observed. Managerial implications: Beyond the challenges of COVID-19, recent years have witnessed other major supply chain disruptions, due to causes such as geopolitical tensions, natural disasters, and port worker strikes. We offer actionable insights for executives designing supply chain strategies to prepare for similar disruptions as they increase in frequency and severity. We identify future research avenues aimed at enhancing the resilience and adaptability of GSCs in a continuously evolving environment. Supplemental Material: The online appendix is available at https://doi.org/10.1287/msom.2024.0879 .

The shift to a service-oriented economy has driven traditional product-oriented manufacturing firms to integrate various services into their businesses. This study aims to provide empirical evidence on how manufacturers’ service offerings impact demand variability and intrafirm bullwhip effects. Through “bag-of-words” text mining on 10-K filings of U.S.-listed manufacturing firms, we propose a novel measurement to identify annual services offered. We validate the measurement’s statistical and economic significance and verify its consistency with the results obtained using the large language model (i.e., GPT-4). Services are categorized as complementing product sales (e.g., maintenance and repair) or substituting product sales entirely (e.g., machine hours). Utilizing difference-in-difference techniques, we find robust evidence that manufacturers’ service offerings reduce the bullwhip effect in two steps: basic complementing services decrease demand variability, whereas advanced substituting services mitigate intrafirm bullwhip. Moreover, servitization mainly minimizes demand variability through information channels, whereas increased production efficiency decreases intrafirm bullwhip. Our findings contribute to understanding manufacturers’ business model innovations by demonstrating that servitization can smooth demand and mitigate intrafirm bullwhip. This paper was accepted by Karan Girotra, operations management. Funding: This work was supported by the National Natural Science Foundation of China [Grants 71931007, 72091214] and General Research Fund by Hong Kong Research Grants Council [Grant 14505320]. Supplemental Material: The data and the online appendix are available at https://doi.org/10.1287/mnsc.2023.01026 .

PurposeServitization is a business transformation that increases service provision in manufacturers. This study aims to empirically examine how a manufacturer's global supply chain dependence and its power positions affect its servitization output.Design/methodology/approachThis study employs secondary longitudinal datasets and econometric specifications to test the relationship between global supply chain dependence and servitization. It further examines the moderating roles of the firm's market power and the degree of being principal customers and principal suppliers. Heterogeneity analyses are performed to verify the robustness of the results.FindingsThe findings indicate that fewer global suppliers and more global customers contribute to a higher level of servitization. The negative effect of global supplier dependence is mitigated when manufacturers have less market power and are the principal customers for most of their suppliers. The positive effect of global customer dependence is stronger when manufacturers have less market power and their customers are less dependent on the manufacturers.Research limitations/implicationsData mixing manufacturing and service inputs and data on public US manufacturers may restrict the generalizability of the findings. Nonetheless, the study urges future research to focus more on other countries/markets.Practical implicationsThis study encourages manufacturers who servitize their businesses to connect with more global customers and fewer global suppliers and manage powers among stakeholders. Other recommendations for policymakers and industry associations are also proposed.Originality/valueThis study is the first to explore the impacts of the global supply chain dependence on servitization. Multiple-level findings offer important implications for researchers and practitioners.

Service-oriented economies have triggered manufacturing firms to increasingly integrate services into their businesses. This section delves into the impact of servicization on two key bullwhip effects: the felt bullwhip, representing demand variability, and the intra-firm bullwhip, reflecting demand distortion. Manufacturers typically offer services complementing product sales, like maintenance and repair, and those replacing product sales, like machine hours. Employing text mining techniques, two service categories in 10-K reports are identified. Complementing services initially lead to a decrease in demand variability, while substituting services subsequently results in diminished demand distortion.

In the context of Industry 4.0, the manufacturing sector is moving from automation towards intelligence. The application of new generation information and communication technologies (ICTs) improves the interconnection and transparency of intelligent manufacturing (IM) systems, which will change how information interacts and work is done, thus changing how work should be managed. These changes require the following characteristics for IM production and operations management (POM): integration, flexibility and networking, autonomous and collaborative decision-making, learning-based operations management, self-optimisation and adaptability, and proactive decision-making. This paper presents the state of the art, current challenges, and future directions of IM-related POM research from the perspectives of these characteristics through a systematic literature review. Descriptive and thematic analyses of 208 research articles published between 2005 and 2020 are provided. The review and discussions focus on five research themes, i.e. value creation mechanisms, resource configuration and capacity planning, production planning, scheduling, and logistics.

Servitization refers to the phenomenon in which manufacturers increasingly focus on services in tandem with the sale of their products. Despite the growing scholarly awareness of servitization, systematic reviews are lacking to clarify how its value can be created through different relevant factors. Based on a conceptual framework, this study fills the gap by examining 213 empirical research papers published between 2005 and 2019. Descriptive and thematic analyses on servitization are presented for its definitions, prerequisites, performances, and intermediate factors of the value creation in servitization. Findings and research streams are synthesised in a causal graph and a mechanism matrix to offer suggestions and research directions for future practitioners and researchers. The results have specified key factors from different levels, such as firm attributes, operations, networking, and the environment, each of which functions in the link of the formation and value creation of servitization. The results further revealed that the existing literature has emphasised the absolute benefits of servitization and predominantly investigated intermediate factors of its value creation. This study offers literature-based insights to enrich the theory-building of servitization and to develop insightful instruments for practitioners.

Servitization refers to the phenomenon in which manufacturers increasingly focus on services in tandem with the sale of their products. Despite the growing scholarly awareness of servitization, systematic reviews are lacking to clarify how its value can be created through different relevant factors. Based on a conceptual framework, this study fills the gap by examining 213 empirical research papers published between 2005 and 2019. Descriptive and thematic analyses on servitization are presented for its definitions, prerequisites, performances, and intermediate factors of the value creation in servitization. Findings and research streams are synthesised in a causal graph and a mechanism matrix to offer suggestions and research directions for future practitioners and researchers. The results have specified key factors from different levels, such as firm attributes, operations, networking, and the environment, each of which functions in the link of the formation and value creation of servitization. The results further revealed that the existing literature has emphasised the absolute benefits of servitization and predominantly investigated intermediate factors of its value creation. This study offers literature-based insights to enrich the theory-building of servitization and to develop insightful instruments for practitioners.

During the last few years, servitization arises as a channel for manufacturers to reanimate their business and expand further profit space. Based on an in-depth systematic literature review of 57 papers in the empirical fields, we seek answers for the following question: how servitization strategies influence final value creation through different trajectories? Guided by a proposed framework, we recognize antecedent of servitization process, factors mediating value creation performance and moderator undermining servitized output. Knowledge on servitization is synthesized to provide an enlightening influence path of value creation. It is found that majority of empirical research tends to reveal mediating factor and there is a growing tendency that researchers shift their insights from individual to network, from static to a dynamic and from external to internal.

Current research on layout planning of grid seldom takes photovoltaic self-generating into consideration and rarely optimizes the substation and energy storage station (ESS) together. We propose an integrated optimization method on location and capacity planning of substation and ESS in photovoltaic self-generating grid in this paper. We first describe pattern of user power consumption and the photovoltaic self-generating power, before predicting the net load. Meanwhile, we derive time series of substation power distribution with the historical data. On this basis, we take the substation power distribution and capacity upper bound in consideration to obtain the substation capacity. And the time series of net load and substation power distribution together serves as the foundation to calculate the capacity of ESS. Then, we construct an integrated optimization model to maximize the profit of investment on substation and ESS. For simplification, we assume that there is only one ESS in the power grid, and the location is given. In the numerical experiment, the optimal location and capacity of substations, and the optimal capacity of ESS are obtained by CPLEX solver. Compared with a model without ESS, the proposed model is proved to improve the profit and the service scale of substations, which can enhance the performance of operation management under renewable energy environment.

服务型制造是制造与服务融合的新制造模式,它提供产品以及与产品相关的服务,亦即产品服务系统.物联网、大数据、云计算等新信息技术,对制造与服务融合以及产品服务系统产生了显著而复杂的影响.从新信息技术对制造与服务融合的影响、产品服务系统模式及其选择决策、产品服务系统配置优化、面向定制化的产品服务系统规划设计与配置优化等方面,对相关文献进行综述,并对现有研究存在的问题和未来可能的研究方向进行归纳总结.