Items by Lewis, Michael
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Piercy, N., Phillips, W. and Lewis, M., 2013. Change management in the public sector: the use of cross-functional teams. Production Planning & Control, 24 (10-11), pp. 976-987.
Lewis, M., Åhlström, P., Yalabik, B. and Mårtensson, P., 2013. Implementing advanced service technologies in the public sector: an exploratory study of the relevance and limitations of insights from private sector manufacturing technology implementation. Production Planning & Control, 24 (10-11), pp. 916-930.
MacCarthy, B.L., Lewis, M. A., Voss, C. and Narasimhan, R., 2013. The same old methodologies? : Perspectives on OM research in the post-lean age. International Journal of Operations & Production Management, 33 (7), pp. 934-956.
Lewis, M. A. and Brown, A. D., 2012. How different is professional service operations management? Journal of Operations Management, 30 (1-2), pp. 1-11.
Roehrich, J. K. and Lewis, M. A., 2012. Forthcoming. Procuring complex performance : Implications for exchange governance complexity. International Journal of Operations & Production Management
Brown, S., Squire, B. and Lewis, M. A., 2010. The impact of inclusive and fragmented operations strategy processes on operational performance. International Journal of Production Research, 48 (14), pp. 4179-4198.
Lewis, M. A., Brandon-Jones, A., Slack, N. and Howard, M., 2010. Competing through operations and supply: the role of classic and extended resource-based advantage. International Journal of Operations & Production Management, 30 (10), pp. 1032-1058.
Roehrich, J. K. and Lewis, M. A., 2010. Towards a model of governance in complex (product–service) inter‐organizational systems. Construction Management and Economics, 28 (11), pp. 1155-1164.
Lewis, M. and Howard, M., 2009. Beyond products and services: Shifting value generation in the automotive supply chain. International Journal of Automotive Technology and Management, 9 (1), pp. 4-17.
Lewis, M., Zheng, J. and Roehrich, J. K., 2008. The dynamics of contractual and relational governance: Evidence from long-term public–private procurement arrangements. Journal of Purchasing and Supply Management, 14 (1), pp. 43-54.
Howard, M., Lewis, M., Miemczyk, J. and Brandon-Jones, A., 2007. Implementing supply practice at Bridgend Engine Plant: the influence of institutional and strategic choice perspectives,. International Journal of Operations & Production Management, 27 (7), pp. 754-776.
Lewis, M., Bates, H., Holweg, M. and Oliver, N., 2007. Motor vehicle recalls: trends, patterns and emerging issues. Omega: International Journal of Management Science, 35 (2), pp. 202-210.
Johnsen, T. E., Phillips, W. E., Caldwell, N. D. and Lewis, M., 2006. Investigating innovation in complex healthcare supply networks: an initial conceptual framework. Health Services Management Research, 19 (3), pp. 197-206.
Caldwell, N., Johnsen, T. E., Phillips, W. E. and Lewis, M., 2006. Centrality of customer and supplier interaction in innovation. Journal of Business Research, 59 (6), pp. 671-678.
Lewis, M. and Moultrie, J., 2005. A preliminary exploration of the new organisational laboratory. Creativity And Innovation Management
Lewis, M., Shulver, M. and Johnston, R., 2004. Network parenting in international service development. British Journal of Management, 15 (1), pp. 23-38.
Lewis, M., Slack, N. and Bates, H., 2004. The two worlds of operations management research and practice: can they meet, should they meet? International Journal of Operations & Production Management, 24 (4), pp. 372-378.
Lewis, M. and Slack, N., 2004. Towards a definitional model of business process technology. International Journal of Process Management and Benchmarking (IJPMB)