Contingency research in operations management practices

gement (OM) best practices have become mature, research on shift its interest from the justification of the value of those practices of the contextual conditions under which they are effective—OM research (OM PCR). This article sets out to examine and critique the PCR. We review OM PCR studies through the lens of the major contingencies, contingency theory, along a number of relevant ncy variables, performance variables,measurement, research design f fit. In this process, we put forward a number of tasks that need to be er to move OM PCR forward and develop more solid conceptual to anchor rigorous research in this area. Finally, we reflect on the ts that underlie OM PCR (which are based on the contingency fy its limitations in fully explaining the currently observed patterns s and associated performance outcomes. As a result, we propose that ur understanding of these patterns, OM scholars need to study in ess of selection of OM best practices by organizations. Accordingly, mework to underpin such research integrating contingency theory perspectives. In the last three decades, operationsmanagement (OM) has seen the proliferation of a plethora of new management practices encapsulated under themes such as total quality management and lean production. These new practices have acquired a strong prescriptive stance and have often been advocated as universally applicable to organizations and organizations activities. This trend is part of the emergence of a new paradigm in OM based on the assumption that the adoption of best (world class) practice in a wide range of areas leads to superior performance—the best practice paradigm (Voss, 1995). This paradigm focuses on the continuous development of Introduction