Project selection methods used in operations improvement practice: a challenge to the binary objective–subjective perspective

Purpose This study aims to expand the body of empirical knowledge through the identification and objective analysis of project selection methods used in operations improvement practice. Design/methodology/approach Conducted over two years, this research followed a multiphase mixed method approach of expert interviews (n = 10), a survey (n = 181), Delphi-method iterations (n = 5), validation interviews (n = 8) and a hybrid fuzzy logic multicriteria analysis of the identified project selection methods, validated against TOPSIS, Entropy weighting and expert intuition. Findings This research identified 50 project selection methods confirmed to be used in operations improvement practice, while also identifying a conflation of project identification and selection. In addition, this sample of 50 methods showed a 25% overlap with a scoping sample of 32 methods favored by academia, indicating a potential research-to-practice gap within this domain. An analysis of the 50 methods indicates that most methods lean toward semi-objectivity, offering a nuanced alternative to traditional binary classifications in literature. This research postulates that subjectivity often arises from how methods are implemented rather than the structural design of the methods themselves, calling for a multidisciplinary, system-thinking perspective in future project selection research. Originality/value The novelty/contribution of this research lies in: the research design, the more than doubling of the combined list of methods published through empirical research to date, and the more nuanced view of the objectivity of methods, constituting a departure from current literature on the topic. The research-to-practice gap presents a call to action for academia, whereas the subjectivity postulation shifts the focus of managers and researchers from refining the methods to the strengthening the user and system.