Thesis (Ph.D.) - Indiana University, Kelley School of Business, 2022Operational turnover is double-edged. On the one hand, operational turnover may lead to the infusion of necessary fresh perspectives, while on the other it can lead to undesirable loss of knowledge. Additionally, operational turnover can occur at multiple levels, including across supply chains, among executives and among front-line workers. Turnover, as it relates to operations management, is an under-studied and important domain to explore as it may be influenced by, or lead to changes in, pivotal operational performance measures. While many firms manage employee turnover in light of operational requirements, operational decisions of the firm themselves impact turnover rates. In aggregate, a firm’s operational decisions may impact the turnover rate which can, in turn impact the operational performance. Thus, both the operational antecedents to and consequences of turnover must be understood. This dissertation addresses these questions, with two essays that study the operational impacts of turnover and one that studies the operational antecedents of turnover using large scale data and econometric methods. The first and third essay look at performance following turnover of CEOs and suppliers, respectively. The second essay examines the impact of scheduling decisions on nurse-aide turnover.