About

Douglas M. Lambert, PhD is the Raymond E. Mason Chaired Professor Emeritus at Fisher College of Business, The Ohio State University.

Research topics

• Computer Science
• Social Science
• Political Science
• Sociology
• Marketing
• Industrial organization
• Economics
• Process management
• Positive economics
• Business

Selected publications

• Measuring the value of logistics

  Cairn.info · 2026-01-01

  other1st authorCorresponding
  Publisher

• Defining, identifying, and measuring societal value

  Edward Elgar Publishing eBooks · 2024-09-10 · 1 citations

  book-chapterSenior author

  At the same time as the productivity of academics have become more formalized and institutionalized with increasing emphasis on counting publications in high-ranking journals, citations, h-index, and so on, there is an increased demand on academics to contribute to what is referred to as societal value, societal relevance, public value, societal impact, and/or similar phenomena. This editorial is an attempt to provide an overview and hopefully a clarification. We propose to use the concept "societal value" as the overarching concept. This can be achieved only if the research has "societal relevance" and if it has "societal impact." These two sub-components of societal value measure different qualities, but they are dependent on each other and the total absence of one of them results in no societal value. In fact, we shall argue that societal value is the multiplum of societal relevance and societal impact. After defining societal relevance and societal impact, we describe how to identify relevant societal value, as well as how to measure the extent to which an individual or an organization might contribute to societal value. Following that, we suggest a number of ways to increase the societal value of academic research. Finally, we reflect on the role of academic journals and their editors in the societal value agenda.

  PublisherDOI

• Defining, identifying, and measuring societal value

  Edward Elgar Publishing eBooks · 2024-07-02

  book-chapterSenior author

  At the same time as the productivity of academics has become more formalized and institutionalized with increasing emphasis on counting publications in high-ranking journals, citations, h-index, and so on, there is an increased demand on academics to contribute to what is referred to as societal value, societal relevance, public value, societal impact, and/or similar phenomena. This chapter is an attempt to provide an overview and hopefully a clarification. We propose to use the concept “societal value” as the overarching concept. This can only be achieved if the research has “societal relevance” and if it has “societal impact.” These two sub-components of societal value measure different qualities, but they are dependent on each other and the total absence of one of them results in no societal value. In fact, we shall argue that societal value is the multiplum of societal relevance and societal impact. After defining societal relevance and societal impact, we describe how to identify relevant societal value, as well as how to measure the extent to which an individual or an organization might contribute to societal value. Following that, we suggest a number of ways to increase the societal value of academic research. Finally, we reflect on the role of academic journals and their editors in the societal value agenda.

  PublisherDOI

• Are supply chain partnerships developed and implemented according to their potential?

  The International Journal of Logistics Management · 2023-06-15 · 3 citations

  articleSenior author

  Purpose Grounded in contingency theory and strategic fit theory, the goal for this research was to determine if managers differentiate in terms of the degree of partnership when allocating resources for planning, joint operating controls, communication and other management components to relationships and if this differentiation is based on the Partnership Model (Lambert et al. , 1996). Design/methodology/approach In total, 381 managers representing 31 relationships participated in one-and-a-half-day partnership meetings, and the authors analyzed how the management components were implemented in each relationship compared to the recommendations in the Partnership Model. Findings Managers did not differentiate types of partnerships which led to over-resourcing relationships with low potential and under-resourcing those with the highest potential for creating value. The principles of contingency theory and strategic fit were not used for managing relationships. Research limitations/implications Contingency theory combined with the relationship view suggests that management components should not be implemented at the same level for all relationships, but in the 31 relationships studied different partnership types were not managed based on their potential. Practical implications The research reinforces the need for a formal structure like the Partnership Model to establish joint goals for a relationship and guide management in implementation. Originality/value Effective supply chain management depends on the ability of managers to differentiate among partnership types and fit relational mechanisms that are appropriate. However, researchers tend to generalize their findings to all partnerships regardless of potential. The authors found support for the Partnership Model published in IJLM in 1996 as a method to resource different types of partnerships following the contingency perspective and strategic fit theory.

  PublisherDOI

• A supply chain management framework for services

  Journal of Business Logistics · 2022 · 28 citations

  Senior authorCorresponding
  • Computer Science
  • Business
  • Process management

  Abstract While services represent the largest sector of the global economy, 86.8% in the United States, most supply chain management (SCM) research is focused on product flows. Executives in manufacturing firms have benefited from frameworks created to implement SCM processes, but this is not the case for their counterparts in service companies. The two most cited SCM frameworks for services have methodological and conceptual deficiencies. Drawing upon the service‐dominant logic of marketing and using an empirical research approach, we developed supply chain structure maps for nine service firms. Our findings indicate that the supply chain structure maps of service companies are comparable to those in the product‐based literature, which supports the service‐dominant logic. Then, we identified the six key processes that constitute a framework to manage service supply chains. The customer relationship management and the supplier relationship management processes form the critical links in the supply chain, and the other four processes are coordinated through this linkage. The SCM framework for services provides direction for executives in service firms who need to increase cross‐functional integration within their firms and with other members of the supply chain. For academics, 12 avenues for future research are identified.

  PublisherDOI

• Becoming a business-to-business marketing scholar

  Edward Elgar Publishing eBooks · 2021-05-20

  book-chapterOpen access

  Leading academics in business-to-business marketing were asked to reflect on their careers and to provide advice for doctoral students and early-career academics. Contributors responded to four broad, open-ended questions on this subject: what worked for them in their careers, what did not work, what were the dilemmas they encountered, and what overall advice would they give to junior researchers starting their academic career. This chapter distills the comments and reflections of the contributors into a collective wisdom, organized around the four interview questions, which combine to form a rich set of guidelines for early-career academics.

  PublisherOA PDFDOI

• Defining, identifying, and measuring societal value

  Edward Elgar Publishing eBooks · 2021-05-20

  book-chapterSenior author

  At the same time as the productivity of academics have become more formalized and institutionalized with increasing emphasis on counting publications in high-ranking journals, citations, h-index, and so on, there is an increased demand on academics to contribute to what is referred to as societal value, societal relevance, public value, societal impact, and/or similar phenomena. This chapter is an attempt to provide an overview and hopefully a clarification. We propose to use the concept ‘societal value’ as the overarching concept. This can be achieved only if the research has ‘societal relevance’ and if it has ‘societal impact’. These two sub-components of societal value measure different qualities, but they are dependent on each other and the total absence of one of them results in no societal value. In fact, we shall argue that societal value is the multiplum of societal relevance and societal impact. After defining societal relevance and societal impact, we describe how to identify relevant societal value, as well as how to measure the extent to which an individual or an organization might contribute to societal value. Following that, we suggest a number of ways to increase the societal value of academic research. Finally, we reflect on the role of academic journals and their editors in the societal value agenda.

  PublisherDOI

• How to define, identify, and measure societal value

  Industrial Marketing Management · 2020 · 41 citations

  Senior authorCorresponding
  • Sociology
  • Political Science
  • Social Science
  PublisherDOI

• Stock keeping unit rationalization: a cross-functional, cross-firm perspective

  The International Journal of Logistics Management · 2019-10-14 · 12 citations

  articleSenior author

  Purpose Although managers have struggled with SKU proliferation for decades, research has provided inconsistent guidance, and the cross-functional and cross-firm aspects of the problem were not considered. The purpose of this paper is to explore the factors that favor successful and sustainable SKU rationalization. Design/methodology/approach A single case study was used to investigate the implementation of an SKU rationalization project by a national restaurant chain in collaboration with its food distributor. Qualitative data analysis techniques were used to understand managers’ perceptions about the SKU rationalization problem and the financial results that were achieved. Findings The findings include seven propositions that begin to formalize theory for SKU rationalization. Cross-functional involvement was both a challenge and a critical success factor, and the supplier was an important resource for managing product variety and complexity. Research limitations/implications Seven propositions are provided that increase the likelihood of successfully dealing with SKU proliferation. Practical implications SKU proliferation increases supply chain complexity and leads to higher costs. The research reports on an SKU rationalization project that saved a company and its supplier $6.7m. Originality/value A previously unexplored theoretical perspective on SKU rationalization was employed that emphasizes cross-functional alignment, buyer–supplier relationships and the impact on financial performance of a firm.

  PublisherDOI

• Rediscovering relevance

  The International Journal of Logistics Management · 2019-04-10 · 29 citations

  article1st authorCorresponding

  Purpose The purpose of this paper is to document the growing concerns about the lack of relevance of business school research, and offer suggestions for journal editors and faculty members in logistics and supply chain management. Design/methodology/approach This paper is a review of literature related to the relevance of business school research and an analysis of trends related to the editorial review boards of the three main logistics journals. Findings The current business school research model is unsustainable. The metrics used are driving the wrong behavior. Logistics journals, traditionally known for an emphasis on practical relevance, appear to be emulating the journals of other business functions at a time when there is a growing consensus that these journals are publishing, more often than not, research of little or no value to practicing managers or society. Practical implications The cost of faculty research at AACSB schools, which increasingly benefits no one but the authors, has been estimated at roughly US$3.8bn annually. Imagine the potential benefits if business school deans realigned the incentives to encourage faculty to produce credible research that is useful to business and society. Originality/value The hope is to influence senior logistics faculty with tenure to work with business executives or policymakers to identify long-term big idea projects that will impact business and society, and publish their research in the logistics journals. Traditionally, the editors of logistics journals included business executives on the editorial review boards and encouraged research of practical relevance. Journal editors should look back and realize what was good about the journals and not discard the good for current fads.

  PublisherDOI

Frequent coauthors

• A Kuznetsov

  Kuzbass State Technical University

  32 shared

• Chen‐Fen Huang

  National Taiwan University

  16 shared

• Pedro de Araújo Gonçalves

  16 shared

• S. Agarwal

  All India Institute of Medical Sciences Rishikesh

  16 shared

• P. Roche

  16 shared

• R. Secondo

  European Organization for Nuclear Research

  16 shared

• Michael Wirthlin

  Brigham Young University

  16 shared

• Michael E. McHenry

  Carnegie Mellon University

  16 shared

Education

• Ph.D., Business Administration

  The Ohio State University

  1980

• M.S., Business Administration

  The Ohio State University

  1976

• B.S., Business Administration

  The Ohio State University

  1974