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Manpreet S. Hora - Scheller College of Business - Georgia Tech. Atlanta, GA, US

Manpreet S. Hora Manpreet S. Hora

Associate Professor; Ph.D. Coordinator, Operations Management | Scheller College of Business at Georgia Institute of Technology


Dr. Hora's research addresses managing operational risk through capturing knowledge from low-frequency high-impact operational failures.





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Meet Dr. Manpreet Hora: Assistant Professor of Operations Management PhD Seminar in Operations Management with Dr. Manpreet Hora




Manpreet Hora is an associate professor at Scheller College of Business at Georgia Tech. His research empirically addresses specific challenges in three areas: managing operational risk through capturing knowledge from low-frequency high-impact operational failures, building learning and innovation capabilities in supply chain management and codifying knowledge in processes and routines.

Dr. Hora has published in journals such as Management Science, Journal of Operations Management (JOM) and Production and Operations Management (POM). His research awards include the Chan Hahn Best Paper Award from the Academy of Management and his work has been covered by NPR, CNN Money and Bloomberg BusinessWeek. He serves as a Senior Editor for the POM journal and an Associate Editor for JOM.

Hora has developed and taught Service Operations and Empirical Methods and has published several teaching cases. His teaching awards include the Class of 1940 W. Roane Beard Outstanding Teaching Award, the CETL/BP Junior Faculty Teaching Excellence Award and the Brady Family Award for Faculty Teaching Excellence.

Prior to joining academia, Hora worked at Deutsche Bank in various capacities in Singapore, New York, and London. His last appointment involved managing an operations team in foreign exchange derivatives in Frankfurt, Germany. He received his PhD from University of Western Ontario (Canada), MBA from Griffith University (Australia) and is a CFA charterholder from the CFA Institute.

Areas of Expertise (7)

Sustainable Operations

Supply Chain Management

Process safety

Operational Failures

Product Recalls

Operational Risk

Process Management and Performance

Selected Accomplishments (4)

2017 Outstanding Associate Editor Award

Journal of Operations Management

2017 Outstanding Senior Editor Award

Production and Operations Management Journal

Promising Research Award

AMA Entrepreneurial Marketing Special Interest Group, with Devkamal Dutta, “From Invention to Commercialization: Technology Ventures and the Role of Alliance Partnerships”

2015 Best Paper Award

Product Development and Management Association (PDMA) Annual Conference, with Jennifer Bailey and Cheryl Gaimon, "The Impact of Exploration, Exploitation, Learning from Success and Learning from Failure on Generating Breakthrough Innovations"

Education (4)

CFA Institute: Chartered Financial Analyst 2004

Griffith University: MBA, Finance, General 1997

Richard Ivey School of Business, University of Western Ontario: Ph.D., Operations Management 2008

Dissertation Title: “Learning from Rare Operational Failure”

Sri Ram College of Commerce, Delhi University: B.A., Commerce 1993


Affiliations (3)

  • Journal of Operations Management : Co-Department Editor
  • Production and Operations Management : Senior Editor
  • Operations Area Faculty Seminar Series : Co-organizer

Selected Media Appearances (2)

Quick response is key to brand recovering consumer confidence

Business Daily  online


Shoe manufacturer, Bata Kenya, last week asked customers who had bought low quality products from its stores to submit refund claims, days after consumers had taken to social media to air their grievances about its shoes, harming its brand trust.

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Shortening the Time Line for a Recall

strategy+business  online


Product recalls are on the rise, according to media and research reports, in industries as diverse as automobiles, electronics, food products, medical devices, pharmaceuticals, and toys. Deaths, injuries, and property damage resulting from defective products cost the United States more than US$800 billion annually, the Consumer Product Safety Commission (CPSC) estimates.

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Selected Articles (3)

Organizational Learning and Management of Technology Production and Operations Management

Argote, L. and Hora, M.

2016 Organizational learning includes processes of creating, retaining and transferring knowledge and has implications for the performance and competitiveness of organizations. Given the knowledge‐based view of resources inherent in management of technology (MOT), in this study, we adopt an organizational learning framework that considers knowledge to be embedded in three major components of organizations—members, tasks and tools—and the networks formed by crossing them. We present research related to these components that is most applicable to MOT. In suggesting future research in MOT, we explicate the framework further by proposing that learning occurs in an organizational context.

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Learning from others’ misfortune: Factors influencing knowledge acquisition to reduce operational risk Journal of Operations Management

Hora, M. and Klassen, R.

2013 Risks arising from operations are increasingly being highlighted by managers, customers, and the popular press, particularly related to large-scale (and usually low-frequency) losses. If poorly managed, the resulting disruptions in customer service and environmental problems incur enormous recovery costs, prompt large legal liabilities, and damage customer goodwill and brand equity. Yet, despite conventional wisdom that firms should improve their own operations by observing problems that occur in others’ processes, significant operational risks appear to be ignored and similar losses recur. Using a randomized vignette-based field experiment, we tested the influence of organization-level factors on knowledge acquisition. Two organization-level factors, namely perceived operational similarity, and to a lesser extent, market leadership, significantly influenced the risk manager's likelihood of acquiring knowledge about possible causes that triggered another firm's operational loss. These findings suggest that senior managers need to develop organizational systems and training to expand the screening by risk managers to enhance knowledge acquisition. Moreover, industry and trade organizations may have a role in fostering the transfer of knowledge and potential learning from operational losses of firms.

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Safety hazard and time to recall: The role of recall strategy, product defect type, and supply chain player in the U.S. toy industry Journal of Operations Management

Hora, M., Bapuji, H. and Roth, A.

2011 This research identifies and tests key factors that can be associated with time to recall a product. Product recalls due to safety hazards entail societal costs, such as property damage, injury, and sometimes death. For firms, the related external failure costs are many, including the costs of recalling the product, providing a remedy, meeting the legal liability, and repairing damage to the firm's reputation. The recent spate of product recalls has shifted attention from why products are recalled to why it takes so long to recall a defective product that poses a safety hazard. To address this, our research subjects to empirical scrutiny the time to recall and its relationship with recall strategies, source of the defect and supply chain position of the recalling firm. We develop and verify our conceptual arguments in the U.S. toy industry by analyzing over 500 product recalls during a 15-year period (1993–2008). The empirical results indicate that the time to recall, as measured by difference between product recall announcement date and product first sold date, is associated with (1) the recall strategy (preventive vs. reactive) adopted by the firm, (2) the type of product defect (manufacturing defect vs. design flaw), and (3) the supply chain entity that issues the recall (toy company vs. distributor vs. retailer). Our results provide cues that could trigger a firm's recognition of factors that increase the time to recall.

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