Organizational behavior is an applied branch of psychology that seeks to understand human behavior in organizational settings. Organizational Behavior researchers have recognized that many of the variables studied in Operations Management, such as process enabling technology, lean inventories, and cross training are important to understanding that setting (Parker and Wall, 1998). However, Organizational Behavior researchers tend to take the Operations Management variables as given contexts in their study of behavioral variables such as motivation, job satisfaction and individual differences (in, e.g., responses to technology). Although Operations Management researchers as far back as the 1960s (such as Norman Dudley and Ezey Dar-El) sometimes worked in the interface between Organizational Behavior and Operations Management (especially looking at fatigue or individual differences in ability), a long period of focusing on normative models which ignored human behavior (as described above) characterized Operations Management research until the late 1990s (Doerr et al., 1996; Hayes and Hill, 2001; Schultz et al., 1998). Currently in Behavioral Operations, researchers seek to understand the implication of behavior (and the findings of Organizational Behavior research) for the design of the "context" variables which are within the domain of traditional Operations Management.