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The article presents a list of various research papers in progress related to the management science. They include "The Effectiveness of Retail Price Reductions: A Comparison for Alternate Expressions of Price," by E. E. Anderson, "The Use of Field Experimental Observations in Estimating Advertising Recall," by E. C. Strong, and "A Survey of Computational Algorithms for Dynamical System Optimization and Control," by W. A. Gruver.

This article presents several papers received for the November 1974 issue of the periodical "Management Science." Papers received include "Optimization of Traffic Signal Settings in Networks by Mixed-Integer Linear Programming," by N. Gartner, J.D.C. Little and H. Gabbay, "Intesections Cuts From Disjunctive Constraints," by E. Balas, and "Integer Programming," by Charles P. Bonini.

In this article, the author discusses various topics related to publication of the journal. Topics include changes in research areas of management science such as analytics; criteria for submission of research papers to the journal, such as research relevant to the management science community; and different departments related to selection of papers, like departments of Behavioral Economics, and Judgment and Decision Making.

This paper discusses the selection and design of heuristic procedures for solving one-dimensional roll trim problems. These are well-defined combinatorial problems which are too large to optimize. Five different roll trim problems from the paper and film industries are described along with the heuristic procedures that have been used successfully to improve the quality of the solutions generated. The paper concludes with some general guidelines for developing "industrial-grade" heuristic problem solving procedures. [ABSTRACT FROM AUTHOR]

A heuristic procedure for scheduling production rolls of paper through a finishing operation to cut them down to finished roll sizes is described. The ratio of service time to interarrival time of production rolls at the initial cutting station is large so that insufficient time is available to set it up unless a minimum number of production roils are to be processed in the same manner. Otherwise, some portion of each production roll must go through a reprocessing operation to complete the cutting of finished sizes. The objective is to minimize the cost of trim loss and reprocessing. The procedure generates cutting patterns and usage levels sequentially until all the requirements are satisfied. At each step the search is dependent upon the characteristics of the unsatisfied requirements. A maximum of three solutions is generated for each problem. If none satisfies a predetermined aspiration level, the best of the three is chosen. The procedure was evaluated by scheduling a specific paper production facility and observing the results for a set of 15 problems. For each problem, the best solution was recorded. The overall results from this set of problems were then compared to previously recorded results on problems solved manually. There was a 16% improvement in solution quality for the heuristic procedure relative to the manual method. [ABSTRACT FROM AUTHOR]

The article offers information on the journal's call for papers for the special issue on human-algorithm relationships, with topics like algorithm aversion, customer satisfaction in machine-driven communication, and algorithm transparency.

The article focuses on the editorial objectives of the journal. The Accounting Department publishes research on managerial decisions and accounting. The Decision Analysis Department publishes articles on scientific knowledge and decision making. The Finance Department publishes information pertaining to decision makers in management. The Business Strategy Department focuses on locating periodicals that publish research related to the field of management science. The Marketing Department strives to publish articles that pertain to various managerial decisions.

In this issue, we reproduce 10 of the most important papers published in Management Science from 1954 to 2003. Each paper is followed by a commentary by the author(s) and other scholars that offers insights into the background, creation, or subsequent impact of the paper. [ABSTRACT FROM AUTHOR]

This paper examines the relationship between one form of manufacturing flexibility--process range--and structure, infrastructure, and managerial policy at the plant level. The paper provides evidence of the strength of the links between manufacturing flexibility and such factors as scale, technology vintage, computer integration, and workforce management. Data from 54 plants in the fine-paper industry are presented, and a model of the determinants of short-term flexibility is developed. The plants examined differed by a factor of 20 in their ability to accommodate large process variation. The evidence suggests that flexibility is strongly negatively related to scale and degree of computer integration, yet positively related to newer vintages of mechanical technology and workforce experience. Some results differ significantly from the prevailing view of the industry, in particular, that newer plants are less flexible. The paper shows that newer machine technology is more flexible once other factors are controlled for. In the longer term, the results show that management has a significant impact on the improvement of flexibility in operations, regardless of the technology and infrastructure in place. Plant network managers' views of flexibility are important. The data suggest that inflexible plants may be inflexible partly as a result of their being considered inflexible by network managers, and never being assigned the product range needed to improve the capability. [ABSTRACT FROM AUTHOR]

The article presents the 1966-1969 meeting schedule for The Institute of Management Science (TIMS). The 13th International meeting will take place in Philadelphia from September 6-8, 1966. Warsaw, Poland, will host the European Section meeting held jointly with the Econometric Society from September 2-7, 1966. The American Meeting of TIMS will be held in Boston from April 5-7, 1967.

The paper by Huber [6] stimulates further comment. While his conclusions that cognitive styles research has not served and will not serve as a satisfactory basis for operational DSS design guidelines appear justified, some additional points need to be made. This paper looks at several of Huber's arguments more closely and suggests a potentially valuable role for cognitive style awareness in the DSS development process. [ABSTRACT FROM AUTHOR]

The article announces the winners of the 2014 Best Paper Awards given by the journal "Management Science," including "Deriving the Pricing Power of Product Features by Mining Consumer Reviews" by Nikolay Archak et al., "Information Transmission and the Bullwhip Effect: An Empirical Investigation" by Robert L. Bray and Haim Mendelson, and "Selling to Strategic Consumers When Product Value Is Uncertain: The Value of Matching Supply and Demand" by Robert Swinney.

The article offers information on how to submit articles for the special issue on blockchains and cryptocurrency economics as of January 2021.

The article presents the meeting schedule for The Institute of Management Science (TIMS). The 13th International meeting will take place in Philadelphia, Pennsylvania, from September 6-8, 1966. Warsaw, Poland, will host the European Section meeting from September 2-7, 1966. The American meeting is scheduled for April 5-7, 1967 in Boston, Massachusetts. Detailed meeting information is provided.

Commentary is presented for the article "Three Modes of Conflict," by Anatol Rapoport, published in the April 1, 1961 issue of the periodical "Management Science." The author notes that he is in agreement with many of Rapoport's principles concerning conflict resolution, but is unconvinced of the applicability of these principles. According to the author, at the time of publication Rapoport's assumptions surrounding conflict resolution are invalid when an attempt is made to apply them to the conflict between the United States and Soviet Union.

The article discusses editorial policy for management science research papers submitted to the journal, focusing on research on entrepreneurship and innovation . It states the topics of interest to this department, including new venture formation processes, financing, and strategies; research and development and project management; and mentions that the department encourages submissions of shorter papers with high-quality original high-impact research.

Over the last two decades, researchers in operations management have increasingly leveraged laboratory experiments to identify key behavioral insights. These experiments inform behavioral theories of operations management, impacting domains including inventory, supply chain management, queuing, forecasting, and sourcing. Yet, until now, the replicability of most behavioral insights from these laboratory experiments has been untested. We remedy this with the first large-scale replication study in operations management. With the input of the wider operations management community, we identify 10 prominent experimental operations management papers published in Management Science, which span a variety of domains, to be the focus of our replication effort. For each paper, we conduct a high-powered replication study of the main results across multiple locations using original materials (when available and suitable). In addition, our study tests replicability in multiple modalities (in-person and online) due to laboratory closures during the COVID-19 pandemic. Our replication study contributes new knowledge about the robustness of several key behavioral theories in operations management and contributes more broadly to efforts in the operations management field to improve research transparency and reliability. This paper was accepted by David Simchi-Levi, operations management. Funding: The authors gratefully acknowledge financial support from Cornell University, the University of South Carolina, the University of Texas at Dallas, the University of Michigan, and the University of Wisconsin-Madison. Supplemental Material: The data files and online appendices are available at https://doi.org/10.1287/mnsc.2023.4866. [ABSTRACT FROM AUTHOR]

In this note we consider the validity of substituting a linear goal for a fractional goal in a mathematical program and provide a simple geometric interpretation that contrasts the essential differences between the two programs. [ABSTRACT FROM AUTHOR]