Wearing many hats: Supply managers' behavioral complexity and its impact on supplier relationships
Applying concepts from the behavioral complexity literature ([Ashby, 1952] and [Denison et al., 1995]) we examine if supply managers' multiple roles (behavioral repertoire) and the ability to shift among these roles (behavioral differentiation) are related to their interpersonal relationships with account executives of key suppliers. A series of interviews identified four roles that are enacted when managing supplier relationships: negotiator, facilitator, supplier's advocate, and educator. Survey data were gathered from 70 matched pairs of supply managers and key suppliers' account executives. Results show that a broader behavioral repertoire is positively related to interpersonal relationship quality but behavioral differentiation is negatively related to interpersonal relationship quality.
Year of publication: |
2010
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Authors: | Wu, Zhaohui ; Steward, Michelle D. ; Hartley, Janet L. |
Published in: |
Journal of Business Research. - Elsevier, ISSN 0148-2963. - Vol. 63.2010, 8, p. 817-823
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Publisher: |
Elsevier |
Keywords: | Buyer-supplier relationships Behavioral complexity Supply management |
Saved in:
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