@article {1975531,
	title = {Wearing Many Hats: Supply Managers Behavioral Complexity and Its Imapct on Supplier Relations},
	journal = {Journal of Business Research},
	volume = {63},
	year = {2009},
	month = {2009},
	pages = {817-823},
	abstract = {Applying concepts from the behavioral complexity literature (Ashby, 1952; Denison, Hooijberg, and Quinn, 1995) we examine if supply managers{\textquoteright} multiple roles and the ability to shift among these roles is related to their interpersonal relationship with their key contact within the strategic suppliers{\textquoteright} organization and ultimately with the firm-to-firm relationship. Case studies identified four supply manager roles that are assumed when managing relationships with strategic suppliers: negotiator, facilitator, supplier{\textquoteright}s advocate, and educator. Survey data were gathered from 59 pairs of supply managers and their key contact in a strategic supplier{\textquoteright}s organization. Results show that a larger behavioral repertoire is positively related to interpersonal relationships but higher behavioral differentiation is negatively related to interpersonal relationships. Interpersonal relationships are positively related to firm-to-firm relationships. Limitations and opportunities for future research are discussed.},
	keywords = {Supply Chain},
	author = {Wu,Zhaohui and Steward,M. and Hartley,J.}
}