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M. Johnny Rungtusanatham

BiographyCoursesPublications

M. Johnny Rungtusanatham joined Fisher College of Business in 2011 as professor of Management Sciences. He previously has worked at the Carlson School of Management at the University of Minnesota, the W. P. Carey School of Business at Arizona State University, and the School of Business of the University of Wisconsin-Madison, where he held faculty and various administrative titles. Those included academic co-director of the Joseph M. Juran Center for Leadership in Quality, PhD coordinator for the Operations and Management Sciences Department, academic director for the Chevron Advanced Certificate Program in Supply Chain Management, and founding faculty director for the W. P. Carey MBA – Online Program.

At Fisher, Rungtusanatham leads and teaches the undergraduate core operations management course and in 2014 recently received the Daniel Westerbeck Undergraduate Teaching Award. He also has taught in the full-time, part-time and Executive MBA Programs at Carlson and the W.P. Carey School.  While at W. P. Carey, Rungtusanatham was first winner of the John Teets Outstanding Graduate Professor Award(2000).  In 2000, he also received the distinction of Foreign Professor of High Qualification from the Università di Padova, Italy.

Rungtusanatham has expertise in mass customization, quality management and supply chain design.  He research, published in prestigious academic and practitioner journals, has been recognized with the 2011 Citation of Excellencefrom Emerald Management Reviews, the 2004 Best Paper Award from the Production Planning & Control journal, the 2004 Best Paper Awardfrom the Decision Sciences Journal of Innovative Education, and the 2005 E. Grosvenor Plowman Best Paper Awardfrom the CSCMP Annual Conference. His publications were finalists for the 2005 Journal of Operations Management Best Paper Award and the 2008 Chan K. Hahn Best Paper Awardfrom the operations management division of the Academy of Management.  At Carlson, Rungtusanatham won the 2007 Faculty Research Award.

Areas of Expertise

  • Process analysis
  • Quality improvement
  • Mass customization
  • Buyer-supplier relationship
  • Operations strategy

Education

  • PhD in Business Administration, University of Minnesota
  • BS in Business Administration, Birmingham-Southern College

Awards

  • Citation of Excellence, Emerald Management Reviews, 2011
  • Outstanding Decision Sciences Journal Associate Editor, 2009 and 2011
  • Annual Faculty Research Award, Carlson School of Management, Univ. of Minnesota, 2008
  • Best Paper Award, Decision Sciences Journal of Innovative Education, 2005

 

3230 - Introduction to Operations Management: Improving Competitiveness in Organizations

Effective operations and supply chain management contributes to the competitiveness and survival of an organization.  This course helps students to understand how concepts, principles, and techniques from operations and supply chain management can be leveraged to analyze, control, and improve critical processes responsible for efficiently making and delivering goods and services to the right customer, at the right cost, in the right quantity, with the right quality, and at the right place and right time (i.e., RIGHT6).  These critical processes reside in manufacturing, as well as service, organizations; these critical processes are evident in for-profit, as well as non-profit, organizations.  Students are introduced to key operational and supply chain challenges having strategic and tactical implications, as well as various conceptual aids and quantitative techniques to cope with these challenges.  While quantitative techniques are discussed, the focus is on using these techniques to help make informed decisions to overcome operational and supply chain challenges.

Published Articles

  • J. Gray, K. Skowronski, G. Esenduran, and M. Rungtusanatham, “The Reshoring Phenomenon: What Supply Chain Academics Ought to Know and Should Do,” Journal of Supply Chain Management (2013).
  • A. Trentin, F. Salvador, C. Forza, and M. Rungtusanatham, “Operationalising Form Postponement from a Decision-Making Perspective,” International Journal of Production Research 49, no. 7 (2011): 1977-1999.
  • V.K. Agrawal, V. Agrawal, and M. Rungtusanatham, “Theoretical and Interpretation Challenges to Using the Author Affiliation Index to Rank Journals,” Production and Operations Management 20, no. 2 (2011): 280-300.
  • M. Rungtusanatham, C. Wallin, and S. Eckerd, “The Vignette in a Scenario-Based Role-Playing Experiment,” Journal of Supply Chain Management 47, no. 3 (2011): 9-16.
  • Z.-H. Wu, T. Y. Choi, and M. Rungtusanatham, “Supplier-Supplier Relationships in Buyer-Supplier-Supplier Triads: Implications for Supplier Performance,” Journal of Operations Management 28, no. 2 (2010): 115-123.
  • A.V. Hill and M. Rungtusanatham, Process Is Everything, Eden Praire, MN: Clamshell Publishing Press (2010).
  • E. Rabinovich, M. Rungtusanatham, and T. Laseter, “Physical Distribution Service Performance and Internet Retailer Margins: The Drop-Shipping Context,” Journal of Operations Management 26, no. 6 (2008): 767-780.
  • M. Rungtusanatham and F. Salvador, “From Mass Production to Mass Customization: Hindrance Factors, Structural Inertia, and Transition Hazard,” Production and Operations Management 17, no. 3 (2008): 385-396.
  • X.Y. Zhang, G. Q. Huang, and M. Rungtusanatham, “Simultaneous Configuration of Platform Products and Manufacturing Supply Chains,” International Journal of Production Research 46, no. 21 (2008): 6137-6162.
  • M. Rungtusanatham, C-H. Ng, X. Zhao, and T. S. Lee, “Pooling Data across Transparently-Different Groups of Key Informants: Measurement Equivalence and Survey Research,” Decision Sciences 39, no. 1 (2008): 115-145.
  • F. Salvador, M. Rungtusanatham, C. Forza, and A. Trentin, “Mix Flexibility and Volume Flexibility in a Build-to-Order Environment: Synergies and Tradeoffs,” International Journal of Operations and Production Management 27, no. 11 (2007): 1173-1191.
  • T.M. Laseter, E. Rabinovich, K. K. Boyer, and M. Rungtusanatham, “Three Critical Issues in Internet Retailing,” Sloan Management Review 48, no.3 (2007): 58-64.
  • M. Rungtusanatham, E. Rabinovich, B. Ashenbaum, and C. Wallin, “Vendor-Owned Inventory Management Arrangements in Retail Operations: An Agency Theory Perspective,” Journal of Business Logistics 28, no. 1 (2007): 111-135.
  • C. Craighead, J. Blackhurst, M. Rungtusanatham, and R. Handfield, “The Severity of Supply Chain Disruptions: Design Characteristics and Mitigation Capabilities,” Decision Sciences 38, no. 1 (2007): 131-156.
  • M. Primo, K. J. Dooley, and M. Rungtusanatham, “Manufacturing Firm Reaction to Supplier Failure and Recovery,” International Journal of Operations and Production Management 27, no. 3 (2007): 323-34.
  • C. Wallin, M. Rungtusanatham, and E. Rabinovich, “What is the ‘Right’ Inventory Management Approach for Purchased Items?,” International Journal of Operations & Production Management 26, no. 1 (2006): 50-68.
  • M. Rungtusanatham and C. Forza, “Coordinating Product Design, Process Design, and Supply Chain Design Decisions – PART A: Topic Motivation, Performance Implications, and Article Review Process,” Journal of Operations Management 23, nos. 3-4 (2005): 257-265.
  • C. Forza, F. Salvador, and M. Rungtusanatham, “Coordinating Product Design, Process Design, and Supply Chain Design Decisions – PART B: Coordinating Approaches, Tradeoffs, and Future Research,” Journal of Operations Management 23, nos. 3-4 (2005): 319-324.
  • M. Rungtusanatham, C. Forza, B. Koka, F. Salvador, and W. Nie, “TQM Across Multiple Countries: Convergence Hypothesis Versus National Specificity Arguments,” Journal of Operations Management 23, no. 1 (2005): 43-63.
  • F. Salvador, M. Rungtusanatham, and C. Forza, “Supply Chain Configurations for Mass Customization,” Production Planning and Control 15, no. 4 (2004): 381-397.
  • H. Zhou and M. Rungtusanatham, “The Road to Legal Employment in the U.S.: Through the Eyes of a U.S.-Educated Ph.D. with non-U.S. Citizenship,” Decision Line 35, no. 5 (2004): 4-6.
  • M. Rungtusanatham, L. M. Ellram, S. P. Siferd, and S. Salik, “Toward a Typology of Business Education in the Internet Age,” Decision Sciences Journal of Innovative Education 2, no. 2 (2004): 101-120. 
  • M. Rungtusanatham, “Where Do Survey Researchers Go from Here?” POMS Chronicle 10, no. 2 (2003): 6-7.
  • M. Rungtusanatham, J. A. Ogden, and B. Wu, “Advances in Quality Management Theory: A ‘Deming Management Method’ Perspective,” International Journal of Operations and Production Management 23, no. 8 (2003): 918-936.
  • M. Rungtusanatham, F. Salvador, C. Forza, and T. Y. Choi, “Supply Chain Linkages and Operational Performance: A Resource-Based View Perspective,” International Journal of Operations and Production Management 23, no.9 (2003): 1084-1099.
  • M. Rungtusanatham, T. Y. Choi, D. Hollingworth, Z. Wu, and C. Forza, “Survey Research in Operations Management: Historical Analyses,” Journal of Operations Management 21, no. 4 (2003): 475-488.
  • F. Salvador, C. Forza, and M. Rungtusanatham, “Product Variety, Modularity, and Component Sourcing Decisions: Theorizing Beyond Generic Prescriptions,” Journal of Operations Management 20, no. 5 (2002): 549-575.
  • F. Salvador, C. Forza, and M. Rungtusanatham, “How to Mass Customize: Product Architectures, Sourcing Configurations,” Business Horizons 45, no. 4 (2002): 61-69.
  • F. Salvador, C. Forza, and M. Rungtusanatham, “Quale Mass Customization? Strutture di Prodotto e Strategie di Approvvigionamento,” Economia & Management 4 (2002): 79-97.
  • M. Rungtusanatham, M., “’International Issues’ Column – What’s In Work-in-Progress?,” Decision Line 33, no. 3 (2002): 4.
  • M. Rungtusanatham, M., “Beyond Quality: The Motivational Effects of Statistical Process Control,” Journal of Operations Management 19, no. 6 (2001): 653-673.
  • F. Salvador, C. Forza, M. Rungtusanatham, and T. Y. Choi, “Supply Chain Interactions and Time-Related Performances: An Operations Management Perspective,” International Journal of Operations and Production Management 21, no. 4 (2001): 461-475.
  • T.Y. Choi, K. J. Dooley, and M. Rungtusanatham, “Supply Networks and Complex Adaptive Systems: Control Versus Emergence,” Journal of Operations Management 19, no. 3 (2001): 351-366.
  • M. Rungtusanatham, “The Quality and Motivational Effects of Statistical Process Control," Journal of Quality Management 4, no. 2 (2000): 243-264.
  • T.Y. Choi and M. Rungtusanatham, “Comparison of Quality Management Practices Across the Supply Chain: The Automotive and Electronics Industries,” Journal of Supply Chain Management 35, no. 1 (1999): 20-27.
  • M. Rungtusanatham, J. C. Anderson, and K. J. Dooley, "Towards Measuring the ‘SPC Implementation/Practice’ Construct: Some Evidence of Measurement Quality,” International Journal of Quality and Reliability Management 16, no. 4 (1999): 301-329.
  • M. Rungtusanatham, C. Forza, R. Filippini, and J. C. Anderson, “A Replication Study of a Theory of Quality Management Underlying the Deming Management Method: Insights from an Italian Context,” Journal of Operations Management 17, no. 1 (1998): 77-95.
  • M. Rungtusanatham, “Let’s Not Overlook Content Validity,” Decision Line 29, no. 4 (1998): 10-13.
  • M. Rungtusanatham, J. C. Anderson, and K. J. Dooley, “Conceptualizing Organizational Implementation and Practice of Statistical Process Control,” Journal of Quality Management 2, no. 1 (1997): 113-137.
  • T.Y. Choi, M. Rungtusanatham, and J-Sung Kim, “Continuous Improvement on the Shop Floor: Lessons from Small to Midsize Firms,” Business Horizons 40, no. 6 (1997): 45-50.
  • K. Boyer, S. D. M. Amundson, R. Handfield, and M. Rungtusanatham, “Career Advancement Strategies in a Buyer’s Market,” Decision Line 28, no. 1 (1997): 15-17.
  • Rungtusanatham and J. C. Anderson, “A Clarification on Conceptual and Methodological Issues Related to the Job Characteristics Model,” Journal of Operations Management 14, no. 4 (1996): 357-367.
  • J.C. Anderson, M. Rungtusanatham, R. G. Schroeder, and S. Devaraj, "A Path Analytic Model of a Theory of Quality Management Underlying the Deming Management Method: Preliminary Empirical Findings,” Decision Sciences 26, no. 5 (1995): 637-658.
  • J.C. Anderson, M. Rungtusanatham, and R. G. Schroeder, “A Theory of Quality Management Underlying the Deming Management Method,” Academy of Management Review 19, no. 3 (1994): 472-509.
  • J.C. Anderson, K. J. Dooley, and M. Rungtusanatham, “Training for Effective Continuous Improvement,” Quality Progress 27, no. 12 (1994): 57-62.
  • K.J. Dooley, D. Bush, J. C. Anderson, and M. Rungtusanatham, “The United States’ Baldrige Award and Japan’s Deming Prize: Two Guidelines for Total Quality Control,” Engineering Management Journal 2, no. 3 (1990): 9-16.

Teaching Cases

  • F. Salvador and M. Rungtusanatham, Lawnworks Lawn & Garden Group, DO1BC-146-I, IE Business Publishing (2011).
  • M. Rungtusanatham, “DCH Logistics Plan for La Cafetière,” Case 2009002, Center for Supply Chain Management & Logistics, Li & Fung Institute of Supply Chain Management and Logistics, Chinese University of Hong Kong (2009).
  • T. Laseter, E. Rabinovich, and M. Rungtusanatham, “eBAGS: Managing Growth,” UVA-OM-1179, University of Virginia Darden Business Publishing (2005).
  • M. Rungtusanatham and F. Salvador, “Early Supplier Integration in the Design of the Skid-Steer Loader” (Case and Teaching Note), National Association of Purchasing Managers (2001).

Books

  • R.G. Schroeder, S. M. Goldstein, and M. Rungtusanatham, Operations Management in the Supply Chain: Decisions and Cases, New York, NY: McGraw-Hill (2013).
  • R.G. Schroeder, S. M. Goldstein, and M. Rungtusanatham, Operations Management: Contemporary Concepts and Cases, New York, NY: McGraw-Hill (2010).
  • M. Rungtusanatham, C. Forza, and F. Salvador, Fondamenti di Operations Management, Padua, Italy: Libraria Projecto (2004).

Technical Reports

  • F. Salvador, C. Forza, and M. Rungtusanatham, “Mass Customization: Architetture di Prodotto e Strategie di Approvvigionamento,” Executive Report (2001).
  • J. Egan, J. Arora, and M. Rungtusanatham, “Extending the Enterprise: How to Revolutionize the Retail Energy Business with Supply Chain Management,” Strategic Issues Paper XIV, E-Source: Boulder, CO (2002).