Associate Professor of Supply Chain Management
Palumbo Donahue School of Business
Pittsburgh, PA, 15282
Phone: 412.396.5982 Fax: 412.396.4764
Kathryn Marley is an Associate Professor of Supply Chain Management at Duquesne University. Professor Marley teaches supply chain and operations management courses in the undergraduate and graduate programs. In the undergraduate program, she teaches the core Supply Chain and Operations Management course and an elective course in process improvement, entitled Supply Chain Techniques.
Kathryn's research interests are in the areas of lean management, supply chain disruptions, sustainability within supply chains and teaching methods. Her work has been published in Decision Sciences, Business and Society and Spreadsheets in Education.
Prior to joining the faculty at Duquesne, Professor Marley was an Assistant Professor at Ohio University in Athens, Ohio. She holds a Ph.D and M.A. in Business Administration from The Ohio State University, an MBA from the University of Akron and a B.A. from Grove City College.
Articles in Journals
Marley, K., Hartzel, K., & Spangler, W. (2016). On-Line Social Network Adoption: A Cross-Cultural Study. Journal of Computer Information Systems, 56 (2), 87-96.
Marley, K. A., Ward, P. T., & Hill, J. A. (2014). Mitigating Supply Chain Disruptions - A Normal Accident Perspective. Supply Chain Management: An International Journal, 19 (2), 142-152.
Marley, K. A. & Ward, P. T. (2013). Lean management as a countermeasure for normal disruptions. Operations Management Research, 6 (1), 44-52.
Marley, K. A., Stodnick, T. M., & Heyl, J. (2013). Comparing textbook coverage of lean management to academic research and industry practitioner perceptions. Journal of Education for Business, 88 (6), 332-338.
Marley, K. A. & Stodnick, T. M. (2012). A Longitudinal Study of the Zone of Tolerance. Managing Service Quality, 23 (1), 25-42.
Marley, K. A. & Weber, J. (2012). In Search of Stakeholder Salience: Exploring Corporate Social and Sustainability Report. Business and Society, 51 (4), 626-649.
Marley, K. A. & Drake, M. J. (2010). A Simulation to Illustrate Periodic-Review Inventory Control Policies. Spreadsheets in Education, 4 (2).
Marley, K. A., Collier, D. A., & Goldstein, S. M. (2004). The Role of Clinical and Process Quality in Achieving Patient Satisfaction in Hospitals. Decision Sciences (Journal of), 35 (3), 349-369.
Articles in Proceedings
Marley, K.A., Hartzel, K., & Spangler, W. (2013). On-Line Social Network Adoption for Social Causes: A Cross-Cultural Study. Northeastern Assoc. of Business, Economics and Technology, State College, Pennsylvania.
Marley, K. A. (2013). Eye on the Gemba: Using Student Created Videos to Deepen the Understanding of Lean Management Practices. Decision Sciences Institute Annual Meeting, Baltimore, Maryland.
Marley, K. & Ward, P. (2011). Toward a Theory of Lean Management. Decision Sciences Institute Annual Meeting.
Marley, K. & Ward, P. (2003). The Mediating Effect of Lean Production between Supply Chain Practices and Operational Performance. Decision Sciences Institute Annual Meeting.
Marley, K.A. & Stodnick, M. (2013). Using Mind Mapping to Teach Strategy Based Case Studies. Decision Sciences Institute National Conference, Baltimore, Maryland.
Marley, K. A. (2013). Using Student-Created Videos and the Revised Bloom's Taxonomy to Teach Lean Management. Lean Educator's Conference, Columbus, Ohio.
Marley, K., Shah, R., & Anand, G. (2013). Lean Model Curriculum. Lean Educator's Conference, Columbus, Ohio.
Marley, K. & Luchs, R. (2011, November). Do sustainability practices drive supply chain performance? A multi-industry study using secondary data. Decision Sciences Institute Annual Meeting, Boston, Massachusetts.
Marley, K. & Stodnick, M. (2009). A Longitudinal Examination of Student Expectations. Decision Sciences Institute Annual Meeting, New Orleans, Louisiana.
Marley, K. & Stodnick, M. (2009). Teaching the Basics of Lean. Decision Sciences Institute Annual Meeting, New Orleans, Louisiana.
Marley, K.A. & Weber, J. (2009, August). In Search of Stakeholder Salience: Exploring Corporate, Social and Sustainability Reports. Academy of Management, Chicago, United States of America.
Marley, K. (2008, November). Integrating Value Stream Mapping into an Introduction to Operations Management Course. Decision Sciences Institute National Conference, Baltimore, Maryland.
Marley, K., Ward, P., & Hill, J. (2007). Interactive Complexity, Tight Coupling, and Disruption-Free Performance. Production and Operations Management Conference, Dallas, Texas.
Marley, K., Ward, P., & Spear, S. (2007, August). Normal Disruptions and Ordinary Processes. Academy of Management, Philadelphia, Pennsylvania.
Marley, K. & Ward, P. (2004). Applying the Normal Accidents Theory to Understanding Lean Services. Academy of Management Doctoral Consortium. New Orleans, Louisiana.
Marley, K. & Drake, M. (2014). A Century of the EOQ. EOQ Inventory Problems: Stochastic and Deterministic Models and Applications (pp. 3-22). New York, NY: Springer.
Marley, K. & Anand, G. (2013). Pizza Station. In M. Drake, The Applied business Analytics Casebook: Applications in Supply Chain Management, Operations Management, and Operations Research. Upper Saddle Hill, NJ: Financial Times Press.
Marley, K. & Drake, M. (2013). The Evolution of Quick Response Programs. In T. Cheng & T. Choi, Innovative Quick Response Programs in Logistics & Supply Chain Management (pp. 3-22). New York, NY: Springer.
My research interests are in the areas of lean management, supply chain disruptions, sustainability within supply chains and teaching methods. Lean management is an area of great interest to me in teaching and research. One of my working papers describes how this topic can most effectively be taught within a core operations management or supply chain management course and involves analysis of survey data to develop a "lean teaching agenda." Within my working papers, I also examine how implementation of lean management can protect firms against experiencing supply chain disruptions. To accomplish this, I use organizational accident theories that focus on the relationship between high levels of interactive complexity and coupling (or buffering) and a high propensity for experiencing accidents. In my research, I use empirical data to suggest that high levels of complexity make a firm more vulnerable to experiencing disruptions and that implementing lean management can serve as an effective mitigation strategy. In the future, I would like to apply these ideas to the service industry, particularly in the area of healthcare. In addition, I recently received a School of Business Research grant to explore the relationship between sustainability and supply chain performance using KLD and Compustat data.