Wearing many hats: Supply managers' behavioral complexity and its impact on supplier relationships

Zhaohui Wu, Michelle D. Steward and Janet L. Hartley

Journal of Business Research, 2010, vol. 63, issue 8, 817-823

Abstract: 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.

Keywords: Buyer-supplier; relationships; Behavioral; complexity; Supply; management (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (9)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:63:y:2010:i:8:p:817-823

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