About

Kevin Linderman is a Professor and Department Head in the Supply Chain and Information Systems Department at the Smeal College of Business. Prior to his current position, he was the Curtis L. Carlson Professor in Supply Chain and Operations at the University of Minnesota’s Carlson School of Management. His research takes a problem-driven approach, grounding scholarship into practical applications through collaborations with leading organizations such as 3M, Cargill, Best Buy, Motorola, Seagate Technologies, Cerdian, Alibaba, and Corning. His work has been published in prominent journals including Management Science, Manufacturing & Service Operations, Journal of Operations Management, Production and Operations Management, and Decision Science Journal. Linderman's research encompasses process improvement methods like Six Sigma and lean, environmental management, innovation, and supply chain risk, with his publications playing a significant role in defining new research streams in these areas. He is recognized as one of the top ten most productive scholars in operations management, with notable awards and honors acknowledging his contributions to the field.

Research topics

• Computer Science
• Knowledge management
• Marketing
• Business
• Process management
• Operations management
• Data science
• Engineering
• Management
• Economics
• Industrial organization

Selected publications

• Organizational learning in supply chain networks

  Elsevier eBooks · 2026-01-01

  book-chapterSenior authorCorresponding
  PublisherDOI

• When Yes Is a No: Navigating the Façade of Conformity in Continuous Improvement

  Journal of Operations Management · 2026-02-25

  articleSenior author

  ABSTRACT Continuous Improvement (CI) initiatives are central to operational excellence, emphasizing bottom‐up, team‐based problem‐solving. In practice, however, they are embedded within hierarchical systems that require managerial oversight. This duality introduces a structural tension between empowerment and control, giving rise to a behavioral dynamic that we conceptualize as the façade of conformity (FC) in CI, a defensive impression‐management behavior where team members outwardly express agreement with CI decisions while privately withholding dissent. We argue that FC in CI affects operational performance. We further theorize that collective team identification (CTI), a shared sense of belonging and commitment to goals, moderates this negative relationship. We test our theory in two complementary studies: a laboratory experiment involving 71 teams (284 participants) simulating ad‐hoc CI, and a field study of 330 structured CI projects within a large financial services firm. Across both settings, we find that FC has a negative impact on operational performance, while a strong CTI mitigates this effect. We conduct extensive robustness and supplementary analyses to validate our results. This research contributes to behavioral operations and continuous improvement bodies of knowledge by introducing FC in CI as a distinct behavioral failure mode and identifying CTI as a boundary condition, providing managers with guidance on recognizing and addressing FC to safeguard CI efforts and investments.

  PublisherDOI

• Where to Invest in Resilience in a Facility Network?

  Production and Operations Management · 2025-08-06

  article

  Much of the previous research on facility networks focuses on improving the network design, but a good design alone is not sufficient to ensure smooth operations against disruption risks. This study examines an underexplored question of where to invest in resilience in a facility network. Prior studies offered insights into this issue, with some scholars recommending a focus on critical nodes , while others emphasize the importance of critical paths that are sequences of adjacent nodes and edges. Yet the node and path perspectives have not been fully integrated and optimized for facility networks. Motivated by real problems from Cainiao Network, this study reconciles the debate over node versus path and solves the problem of resilience investment to maximize expected max-flow through the network. The analysis reveals that investing in high-capacity nodes is optimal under rare disruptions, whereas investing in nodes on entire paths is best under frequent disruptions. The problem of resilience investment is in general NP-hard, but we propose greedy algorithms inspired by the node and path perspectives to provide approximate solutions with performance guarantees. Empirical analysis using operational data from Cainiao Network supports our analytical findings.

  PublisherDOI

• Top management incentives and supply chain efficiency: a tournament theory perspective

  International Journal of Operations & Production Management · 2025-12-24

  articleSenior author

  Purpose This study investigates how top executive tournament incentives influence supply chain efficiency and how these effects depend on supply chain risks, specifically operational risk and disruption risk. Design/methodology/approach Our sample consists of 19,669 observations from 1994 to 2023, covering 1,560 unique US firms across the manufacturing, wholesale and retail sectors. Using two-stage least squares, we empirically examine whether top executive tournament incentives, proxied by pay dispersion, are related to supply chain performance, captured by inventory efficiency and the cash conversion cycle. We further test how this relationship is moderated by operational risk, captured through the bullwhip effect and disruption risk, captured through the onset of COVID-19. Findings Firms with greater executive pay dispersion achieve more efficient supply chain performance by reducing operational slack, resulting in higher inventory efficiency and shorter cash conversion cycles. However, this positive effect weakens under high operational risk, particularly among firms experiencing pronounced bullwhip effects. Furthermore, the disruption risk triggered by COVID-19 significantly diminishes the influence of executive pay dispersion on supply chain efficiency across all firms following the outbreak of the pandemic. Originality/value This paper provides the first evidence that top executive tournament incentives are associated with improved supply chain efficiency, but primarily in relatively stable environments where reducing operational slack translates into better performance. Under heightened operational and disruption risks, however, the need for buffer inventory, cross-functional coordination, and information sharing limits the effectiveness of tournament incentives. These findings integrate economic and operations perspectives to offer a richer understanding of how executive incentives shape supply chain management.

  PublisherDOI

• Consolidate? Diversify? Post‐M&A supply base structural changes and operational performance

  Decision Sciences · 2024-05-08 · 8 citations

  articleSenior author

  Abstract Firms increasingly engage in mergers and acquisitions (M&As) to improve their network positions and enhance performance. Yet, how the fundamental structure of the merged supply base changes after the M&A and how the structural changes affect the performance are largely unknown. Building upon the strategy‐structure‐performance framework, this study investigates dual roles of supply base structural changes in M&A events, namely, as an outcome and as a moderator to post‐M&A performance. In particular, we examine how the size and the country diversity of the merged supply base change after M&As, as well as how these structural changes affect the merged firm's operational performance. We conduct a difference‐in‐differences analysis by comparing firms that engaged in M&A events (treatment group) with those comparable firms that did not engage in any M&A events (control group). The results show that the merged firms tend to reduce the size of their supply bases after M&As. In addition, our results demonstrate that both supply base consolidation (i.e., reducing the number of suppliers) and country diversification (i.e., spreading suppliers across multiple countries) improve the merged firms’ post‐M&A operational performance, an effect that becomes stronger for horizontal M&As. We also explore how the type of M&As (i.e., horizontal vs. nonhorizontal), industry relatedness between the two merging firms, and the purposes of M&As affect the post‐M&A structural changes to the supply bases. This study helps inform supply managers the important roles of supply base in M&As to enhance post‐M&A operational performance or to limit the synergies when not properly done.

  PublisherDOI

• Mitigating process improvement project failures: leveraging organizational responses and lessons learned

  Benchmarking An International Journal · 2024-12-26 · 3 citations

  article

  Purpose Despite technological advancements within process improvement (PI) projects, two out of three PI projects failed. This paper aims to identify the critical failure factors (CFFs) linked to PI projects and propose suitable mitigation strategies. It also examines how PI practitioners can leverage unsuccessful projects to stimulate learning from failure, turning them into opportunities for development and growth. Design/methodology/approach A qualitative approach involving semi-structured interviews with 21 PI professionals was utilized to capture the CFFs and their corresponding mitigation best practices. Findings The study reveals 14 CFFs spanning from issues at the top-level management, down to challenges at the project level and shortcomings at the individual level. We uncover new evolving factors related to “big data analysis and technology implementations”, “project scope complexity”, “unrealistic goal setting”, “frequent shifts in management priorities”, “unclear problem definition” and “prolonged execution duration”. Moreover, results emphasize the significance of fostering a “culture of learning from failure” and “transparency in failure acknowledgment” to avert failures. Originality/value This study is the first to provide real-world solutions and guidelines to proactively mitigate PI failures. It offers insights for PI practitioners and broadens their view on emerging factors to implement preventive strategies, building on learning from failures and those of others.

  PublisherDOI

• The Impact of Metacognitive Capabilities on Product and Process Innovations in Supply Chain Relationships

  IEEE Access · 2024-12-30

  articleOpen accessSenior author

  This study explores how organizations can capture and create knowledge in supply chain relationships. In particular, this study investigated the impact of metacognitive capabilities on knowledge creation in supply chain networks. The research model was empirically verified using sample data from 151 U.S. corporations. Empirical evidence showed that organizations with strong metacognitive capabilities tend to more effectively externalize tacit knowledge gained from supply chain activities into explicit knowledge outcomes such as product and process innovations. These results suggest that organizations can better handle the complex challenges of product and process innovation when leveraging metacognitive capabilities. The practical and theoretical implications of the findings and future research agendas are discussed in depth.

  PublisherDOI

• Shared goals and vision in supply chain: a mediation model of prevention-oriented practices and compliance-oriented practices

  European Journal of Innovation Management · 2024-06-05 · 3 citations

  article

  Purpose Manufacturers face increasing demands to address inefficiencies and improve environmental performance across their supply chains. However, there remains a significant gap in empirical research examining how collaboration in the supply chain affects various environmental practices and their consequent impacts on performance. This study aims to address the gap by examining how shared goals and vision drives compliance-oriented and prevention-oriented practices, subsequently affecting environmental performance and operational costs—critical for fostering antifragility and resilience in today’s environment. Design/methodology/approach An empirical study has been performed based on a sample of survey data from 279 manufacturers from fifteen countries and regions. Applying structural equation modeling analysis to the sample dataset, this study examines the mediating role of two distinct types of environmental practices between shared goals and visions and manufacturers’ environmental performance and operational cost. Findings This study delineates distinct pathways through which shared goals and vision affect various types of environmental practices, and consequently lead to different performance outcomes: (1) environmental impact of manufacturing activities depends on the collective efforts of the manufacturers and their supply chain partners; (2) shared goals and vision among supply chain partners facilitates both environmental performance and operational cost through prevention-oriented practice; (3) shared goals and vision in supply chain benefits operational cost performance primarily through prevention-oriented practice, but less likely through compliance-oriented practice. Practical implications This study reveals two distinct pathways through which the shared goals and vision impact various performance outcomes, providing valuable guidance to businesses aiming to balance operational cost and environmental performance — crucial for resilience in today's turbulent environment. Originality/value This study not only corroborates existing theories of the Natural Resource-Based View and collaborative networks but also provides a detailed depiction of how collaboration across the supply chain promotes a diverse range of environmental practices and yields varied performance outcomes. It offers vital insights for supply chain participants to effectively navigate environmental challenges, enabling them to cultivate resilience and proactively address environmental issues.

  PublisherDOI

• Last‐minute coordination: Adapting to demand to support last‐mile operations

  Journal of Operations Management · 2024-02-15 · 14 citations

  articleOpen accessCorresponding

  Abstract In the highly competitive e‐commerce industry, customer‐facing warehouses are crucial as the “order penetration points” for e‐commerce last‐mile operations. This research examines how warehouses use last‐minute coordination, an unstructured mechanism, to ensure sufficient inventory at the order penetration points. Previous research has focused on structured mechanisms like contracts and inventory management systems to enhance warehouse performance. However, these mechanisms can be ineffective when faced with unforeseen local contingencies. To adjust inventory and adapt to changes in supply and/or demand, warehouses need to engage in unstructured, last‐minute coordination with other warehouses. Using coordination and loose coupling theories, we find that coordinating with many warehouses (i.e., large coordination scope) reduces the operational efficiency of individual warehouses. At the network level, we find that a centralized coordination structure improves the operational efficiency of the entire network. We also show that demand uncertainty reinforces the existing last‐minute coordination patterns, using the Separable Temporal Exponential Random Graph Model (ST‐ERGM). This research highlights the importance of last‐minute coordination and reveals its effects on both individual warehouses and the overall network.

  PublisherOA PDFDOI

• When does it pay to be green? The strategic benefits of adoption speed

  Journal of Operations Management · 2024-10-01 · 15 citations

  articleOpen accessSenior author

  Abstract Does the speed of adopting environmental practices impact financial benefits? The strategy literature discusses the contingencies under which firms can gain an early‐mover advantage or a late‐mover advantage. This research examines the effect of adoption speed on two types of environmental practices: environmental innovation practices (EIP) and environmental management practices (EMP). The results show that early adoption of EIP increases competitive advantage when firms face intense competition. In comparison, we show that early adoption of EMP increases competitive advantage when firms face extremely low competition or have moderate to high levels of slack resources. The study contributes to the literature by revealing the nuances, contingencies, and boundary conditions of when it pays to be green. Prior research shows mixed results when studying firms' decisions to implement environmental practices, which implies that it may not pay to be green. This study shows that firms can get an early mover advantage from environmental practices, but it depends on the type of environmental practices, the firm's internal slack resources, and the firm's external competitive environment.

  PublisherOA PDFDOI

Frequent coauthors

• Roger G. Schroeder

  41 shared

• Kedong Chen

  Old Dominion University

  21 shared

• Adrian S. Choo

  20 shared

• Aravind Chandrasekaran

  18 shared

• Elliot Bendoly

  The Ohio State University

  12 shared

• Hung‐Chung Su

  10 shared

• Suvrat Dhanorkar

  Pennsylvania State University

  9 shared

• Dongli Zhang

  9 shared

Education

• Ph.D., Operations Research / Operations Management

  Case Western Reserve University

  1998

• M.S., Management Science

  Case Western Reserve University

  1996

• M.S., Mathematics

  Miami University

  1989

• B.A., Mathematics (Philosophy)

  Minnesota State University Moorhead

  1987

Awards & honors

• 2018 Supply Chain & Operations Teaching Award (student nomin…
• 2016 Associate Editor Award Journal of Supply Chain Manageme…
• 2016 Operations Management Scholar Award (Career Award - Aca…
• 2016 Associate Editor Award Decision Science Journal
• 2015 Associate Editor Award Journal of Supply Chain Manageme…