00406nas a2200121 4500008004100000245005000041210004600091260000900137653001700146100001600163700001700179856008800196 2022 eng d00aSocial Networks: Dyads, Triads, and Networks.0 aSocial Networks Dyads Triads and Networks c202210aSupply Chain1 aWu, Zhaohui1 aChoi, Thomas u/biblio/social-networks-dyads-triads-and-networks-000404nas a2200121 4500008004100000245005000041210004600091260000900137653001700146100001600163700001700179856008600196 2022 eng d00aSocial Networks: Dyads, Triads, and Networks.0 aSocial Networks Dyads Triads and Networks c202210aSupply Chain1 aWu, Zhaohui1 aChoi, Thomas u/biblio/social-networks-dyads-triads-and-networks00452nas a2200145 4500008004100000245004600041210004600087260000900133653001700142100001800159700001600177700001400193700001600207856008300223 2022 eng d00aSustainability in Supply Chain Management0 aSustainability in Supply Chain Management c202210aSupply Chain1 aA, Shevchenko1 aMontabon, F1 aPagell, M1 aWu, Zhaohui u/biblio/sustainability-supply-chain-management00479nas a2200157 4500008004100000245007100041210006900112260000900181653001700190100002200207700001600229700002100245700002400266700001700290856001400307 2021 eng d00aAssessing State PPE Procurement during COVID-19: A Research Report0 aAssessing State PPE Procurement during COVID19 A Research Report c202110aSupply Chain1 aHandfield, Robert1 aWu, Zhaohui1 aPatrucco, Andrea1 aYukins, Christopher1 aKull, Thomas uNASPO.ORG00487nam a2200133 4500008004100000020002200041245006400063210006300127260000900190653001700199100002000216700001600236856010100252 2021 eng d a978-0-367-35119-900aFood Supply Chain Management: Building a Sustainable Future0 aFood Supply Chain Management Building a Sustainable Future c202110aSupply Chain1 aPullman, Mellie1 aWu, Zhaohui u/biblio/food-supply-chain-management-building-sustainable-future00504nas a2200121 4500008004100000245009100041210006900132260000900201653001700210100001600227700002000243856011900263 2021 eng d00aSustainable Food Logistics Systems. In: The Oxford Handbook of Supply Chain Management0 aSustainable Food Logistics Systems In The Oxford Handbook of Sup c202110aSupply Chain1 aWu, Zhaohui1 aPullman, Mellie u/biblio/sustainable-food-logistics-systems-oxford-handbook-supply-chain-management00563nas a2200133 4500008004100000245010500041210006900146260000900215653001700224100002300241700001600264700002100280856012800301 2021 eng d00aTowards a Theory of Informal Supply Networks: An Exploratory Case Study of the Za'atari Refugee Camp0 aTowards a Theory of Informal Supply Networks An Exploratory Case c202110aSupply Chain1 aAbushaikha, Ismail1 aWu, Zhaohui1 aKhoury, Theodore u/biblio/towards-theory-informal-supply-networks-exploratory-case-study-zaatari-refugee-camp00522nas a2200133 4500008004100000245008400041210006900125260000900194653001700203100001700220700001600237700001800253856011700271 2021 eng d00aWhose Resilience Matters? Addressing Issues of Scale in Supply Chain Resilience0 aWhose Resilience Matters Addressing Issues of Scale in Supply Ch c202110aSupply Chain1 aNovak, David1 aWu, Zhaohui1 aDooley, Kevin u/biblio/whose-resilience-matters-addressing-issues-scale-supply-chain-resilience00427nas a2200121 4500008004100000245005900041210005300100260000900153653001700162100002000179700001600199856009000215 2020 eng d00aThe Beef Supply Chain is Breaking Down - Teaching Case0 aBeef Supply Chain is Breaking Down Teaching Case c202010aSupply Chain1 aVitale, Anthony1 aWu, Zhaohui u/biblio/beef-supply-chain-breaking-down-teaching-case00572nas a2200157 4500008004100000245006400041210006400105260000900169300000900178520006600187653001700253100001900270700001600289700001600305856009300321 2019 eng d00aFrom Equivocality to Reflexivity in Biodiversity Protection0 aFrom Equivocality to Reflexivity in Biodiversity Protection c2019 a1-303 aJournal Title: Organization & Environment Impact Factor: 5.0410aSupply Chain1 aQuarshie, Anne1 aSalmi, Asta1 aWu, Zhaohui u/biblio/equivocality-reflexivity-biodiversity-protection00602nas a2200169 4500008004100000245007400041210006900115260000900184653001700193100001800210700001800228700001700246700001600263700001700279700002400296856011200320 2019 eng d00aProcess Network Modularity, Commonality, and Greenhouse Gas Emissions0 aProcess Network Modularity Commonality and Greenhouse Gas Emissi c201910aSupply Chain1 aDooley, Kevin1 aPathak, Surya1 aKull, Thomas1 aWu, Zhaohui1 aJohnson, Jon1 aRabinnovich, Elliot u/biblio/process-network-modularity-commonality-and-greenhouse-gas-emissions00486nas a2200157 4500008004100000245004800041210004700089260000900136300001000145653001700155100001600172700001600188700002200204710001800226856008400244 2019 eng d00aTetra Pak: Sustainable Initiatives in China0 aTetra Pak Sustainable Initiatives in China c2019 a53-7210aSupply Chain1 aWu, Zhaohui1 aWu, Zhaohui1 aGolsing, Jonathan1 aEmptyAuthNode u/biblio/tetra-pak-sustainable-initiatives-china00492nas a2200157 4500008004100000245004800041210004700089260000900136300001000145520004600155653001700201100001200218700001600230700002200246856006600268 2019 eng d00aTetra Pak: Sustainable Initiatives in China0 aTetra Pak Sustainable Initiatives in China c2019 a63-823 aBook Title: Managing Sustainable Business10aSupply Chain1 aJia, Fu1 aWu, Zhaohui1 aGosling, Jonathan uhttps://link.springer.com/chapter/10.1007/978-94-024-1144-7_400552nas a2200169 4500008004100000245006300041210006200104260000900166653000800175653002300183653001700206100001500223700001600238700001300254700001600267856009900283 2018 eng d00aMaking Sense of Organization Dynamics Using Text Analysis.0 aMaking Sense of Organization Dynamics Using Text Analysis c201810aBIS10aBusiness Analytics10aSupply Chain1 aLi, Jiexun1 aWu, Zhaohui1 aZhu, Bin1 aXu, Kaiquan u/biblio/making-sense-organization-dynamics-using-text-analysis00569nas a2200145 4500008004100000245011500041210006900156260000900225300001000234490000700244653001700251100001600268700001200284856012700296 2018 eng d00aToward a Theory of Supply Chain Fields -- Understanding the Institutional Process of Supply Chain Localization0 aToward a Theory of Supply Chain Fields Understanding the Institu c2018 a27-410 v5810aSupply Chain1 aWu, Zhaohui1 aFu, Jia u/biblio/toward-theory-supply-chain-fields-understanding-institutional-process-supply-chain00444nas a2200145 4500008004100000245004000041210004000081260000900121653001700130100001700147700002200164700001600186700001900202856007700221 2018 eng d00aTriadic Relationships in Healthcare0 aTriadic Relationships in Healthcare c201810aSupply Chain1 aAtilla, E.A.1 aSteward, Michelle1 aWu, Zhaohui1 aHartley, Janet u/biblio/triadic-relationships-healthcare00416nas a2200109 4500008004100000245005500041210005400096260003200150653001700182100001600199856009100215 2017 eng d00aBuilding Resilient Refugee Camp: Zaatari in Jordan0 aBuilding Resilient Refugee Camp Zaatari in Jordan aLappeenranta, Finlandc201710aSupply Chain1 aWu, Zhaohui u/biblio/building-resilient-refugee-camp-zaatari-jordan00510nas a2200121 4500008004100000245009500041210006900136260000900205653001700214100001700231700001600248856012400264 2016 eng d00aChapter 5: Business Examples of Sustainable Supply Chains. In, Sustainable Supply Chains.0 aChapter 5 Business Examples of Sustainable Supply Chains In Sust c201610aSupply Chain1 aPagell, Mark1 aWu, Zhaohui u/biblio/chapter-5-business-examples-sustainable-supply-chains-sustainable-supply-chains00510nas a2200121 4500008004100000245009300041210006900134260000900203653001700212100001600229700001700245856012600262 2016 eng d00aChapter 5: Business Examples of Sustainable Supply Chains. In, Sustainable Supply Chains0 aChapter 5 Business Examples of Sustainable Supply Chains In Sust c201610aSupply Chain1 aWu, Zhaohui1 aPagell, Mark u/biblio/chapter-5-business-examples-sustainable-supply-chains-sustainable-supply-chains-000428nas a2200145 4500008004100000245003900041210003800080260000900118490000700127653001700134100002000151700001700171700001600188856007800204 2016 eng d00aMaking Sustainability Sustainable.0 aMaking Sustainability Sustainable c20160 v5210aSupply Chain1 aMontabon, Frank1 aPagell, Mark1 aWu, Zhaohui u/biblio/making-sustainability-sustainable00688nas a2200181 4500008004100000245012600041210006900167260000900236300001000245490000700255653001700262100001900279700001600298700002000314700001200334700002300346856013700369 2016 eng d00aPerformance Based Contracting in the Defence industry: Exploring Triadic Dynamics between Government, OEMs and Suppliers.0 aPerformance Based Contracting in the Defence industry Exploring  c2016 a63-750 v5910aSupply Chain1 aHoward, Mickey1 aWu, Zhaohui1 aCaldwell, Nigel1 aJia, Fu1 aKönig., Christian u/biblio/performance-based-contracting-defence-industry-exploring-triadic-dynamics-between-government00424nas a2200133 4500008004100000245007100041210006900112260000900181490000700190653001700197100001800214700001600232856004200248 2016 eng d00aSupply Chain Criticality in Sustainable and Resilient Enterprises.0 aSupply Chain Criticality in Sustainable and Resilient Enterprise c20160 v1110aSupply Chain1 aEdgeman, Rick1 aWu, Zhaohui uhttp://www.emeraldinsight.com/loi/jm200635nas a2200121 4500008004100000245020800041210006900249260000900318653001700327100001800344700001600362856013500378 2015 eng d00aAnthropocene Age Wicked Challenges: Yin, Yang and Sustainable Enterprise Excellence. In, G. Vastag, A. Paulraj and J. Stentoft (eds.) Exploring Innovations in Global Supply Chain Networks. Pearson Press.0 aAnthropocene Age Wicked Challenges Yin Yang and Sustainable Ente c201510aSupply Chain1 aEdgeman, Rick1 aWu, Zhaohui u/biblio/anthropocene-age-wicked-challenges-yin-yang-and-sustainable-enterprise-excellence-g-vastag00501nas a2200133 4500008004100000245007000041210006800111260002200179490000700201653001700208100001800225700001600243856010800259 2015 eng d00aClimate Change and Social Strain: Strategic Enterprise Responses.0 aClimate Change and Social Strain Strategic Enterprise Responses aThe Emeraldc20150 v2710aSupply Chain1 aEdgeman, Rick1 aWu, Zhaohui u/biblio/climate-change-and-social-strain-strategic-enterprise-responses00441nas a2200145 4500008004100000245004500041210004500086260000900131300001000140490000700150653001700157100001600174700002300190856008200213 2015 eng d00aCultural Embeddedness in Supply Networks0 aCultural Embeddedness in Supply Networks c2015 a45-580 v3710aSupply Chain1 aWu, Zhaohui1 aPullman, Madeleine u/biblio/cultural-embeddedness-supply-networks00544nas a2200157 4500008004100000245006500041210006500106260002300171653000800194653002300202653001700225100001500242700001600257700001300273856010000286 2015 eng d00aMining Hidden Organizational Structures from Meeting Records0 aMining Hidden Organizational Structures from Meeting Records aPhiladelphiac201510aBIS10aBusiness Analytics10aSupply Chain1 aLi, Jiexun1 aWu, Zhaohui1 aZhu, Bin u/biblio/mining-hidden-organizational-structures-meeting-records00661nas a2200193 4500008004100000245009000041210006900131260000900200300001000209490000600219653001700225100001600242700001400258700001600272700001500288700001600303710001800319856013000337 2014 eng d00aExploring Supply Management Status, Internal Collaboration and Operating Performance.0 aExploring Supply Management Status Internal Collaboration and Op c2014 a24-350 v710aSupply Chain1 aHartley, J.1 aBrodke, M1 aWu, Zhaohui1 aSteward, M1 aWheeler, J.1 aEmptyAuthNode u/biblio/exploring-supply-management-status-internal-collaboration-and-operating-performance-001023nas a2200193 4500008004100000245014600041210006900187260000900256520028700265653001700552100001900569700001600588700002000604700001600624700002000640700001600660710001800676856013500694 2014 eng d00aImplementing Sustainability in Value Chain –Case Study Findings. A CAPS Research Initiative: Value Chain Strategies for the Changing Decade.0 aImplementing Sustainability in Value Chain Case Study Findings A c20143 aHartley, J., P. Carter, C. Craig, R.D. Klassen, W. Tate, M. Pullman and Z. Wu. Implementing Sustainability in Value Chain –Case Study Findings. A CAPS Research Initiative: Value Chain Strategies for the Changing Decade. Center for Advanced Purchasing Study, Tempe, Arizona. 2014.10aSupply Chain1 aHartley, Janet1 aWu, Zhaohui1 aKlassen, Robert1 aTate, Wendy1 aPullman, Mellie1 aWu, Zhaohui1 aEmptyAuthNode u/biblio/implementing-sustainability-value-chain-case-study-findings-caps-research-initiative-value00454nas a2200145 4500008004100000245003900041210003800080260000900118520003500127653001700162100001400179700001600193700002200209856007700231 2014 eng d00aNestle: Sourcing Strategy in China0 aNestle Sourcing Strategy in China c20143 aDistributed by The Case Center10aSupply Chain1 aJia, Jeff1 aWu, Zhaohui1 aGosling, Jonathan u/biblio/nestle-sourcing-strategy-china-000555nas a2200169 4500008004100000245006500041210006400106260000900170300001200179490000700191653001700198100001800215700001600233700001900249710001800268856009900286 2014 eng d00aTowards a Structural View of Co-opetition in Supply Networks0 aTowards a Structural View of Coopetition in Supply Networks c2014 a245-2670 v3210aSupply Chain1 aPathak, Surya1 aWu, Zhaohui1 aJohnson, David1 aEmptyAuthNode u/biblio/towards-structural-view-co-opetition-supply-networks-000585nas a2200157 4500008004100000245009400041210006900135260000900204300001100213490000700224653001700231100001600248700001700264700002000281856012600301 2014 eng d00aUnderstanding the Role of Government and Buyers in Supplier Energy Efficiency Initiatives0 aUnderstanding the Role of Government and Buyers in Supplier Ener c2014 a84-1050 v5010aSupply Chain1 aWu, Zhaohui1 aEllram, Lisa1 aSchuchard, Ryan u/biblio/understanding-role-government-and-buyers-supplier-energy-efficiency-initiatives-000558nas a2200145 4500008004100000245009500041210006900136260000900205300001200214490000700226653001700233100001800250700001600268856012800284 2013 eng d00aGovernance Regimes for Protected Geographic Indicators: Impacts on Food Marketing Systems.0 aGovernance Regimes for Protected Geographic Indicators Impacts o c2013 a144-1590 v3310aSupply Chain1 aSkilton, Paul1 aWu, Zhaohui u/biblio/governance-regimes-protected-geographic-indicators-impacts-food-marketing-systems-000374nas a2200133 4500008004100000245002600041210002600067260000900093653001700102100001800119700001600137700001900153856006800172 2013 eng d00aOperations Management0 aOperations Management c201310aSupply Chain1 aEdgeman, Rick1 aWu, Zhaohui1 aLaasch, Oliver u/biblio/operations-management-000380nas a2200133 4500008004100000245002800041210002800069260000900097653001700106100001600123700001800139700001900157856007000176 2013 eng d00aSupply Chain Management0 aSupply Chain Management c201310aSupply Chain1 aWu, Zhaohui1 aEdgeman, Rick1 aLaasch, Oliver u/biblio/supply-chain-management-000795nas a2200181 4500008004100000245008900041210006900130260000900199520015800208653001700366100001600383700001700399700001400416700001800430700002300448700001600471856012600487 2013 eng d00aSupply Network Design and Product Environmental Performance. NSF Final Report, 2013.0 aSupply Network Design and Product Environmental Performance NSF  c20133 aDooley, K., J. Johnson, T. Kull, S. Pathak, E. Rabinovich and Z. Wu. Supply Network Design and Product Environmental Performance. NSF Final Report, 2013.10aSupply Chain1 aWu, Zhaohui1 aJohnson, Jon1 aKull, Tom1 aPathak, Surya1 aRabinovich, Elliot1 aWu, Zhaohui u/biblio/supply-network-design-and-product-environmental-performance-nsf-final-report-201300431nas a2200145 4500008004100000245004300041210004300084260000900127300001200136490000700148653001700155100001600172700002000188856007700208 2013 eng d00aTriadic Relations in a Game of Pachisi0 aTriadic Relations in a Game of Pachisi c2013 a305-3120 v1110aSupply Chain1 aWu, Zhaohui1 aChoi, Thomas, Y u/biblio/triadic-relations-game-pachisi-000684nas a2200205 4500008004100000245009200041210006900133260000900202300001200211490000600223653001700229100001500246700001600261700001300277700001400290700001400304700001100318710001800329856013100347 2012 eng d00aSmall Firm Entrepreneurial Outsourcing: Traditional Problems, Nontraditional Solutions.0 aSmall Firm Entrepreneurial Outsourcing Traditional Problems Nont c2012 a248-2750 v510aSupply Chain1 aMurphy, P.1 aWu, Zhaohui1 aYoung, S1 aWelsch, D1 aHeiser, D1 aBin, J1 aEmptyAuthNode u/biblio/small-firm-entrepreneurial-outsourcing-traditional-problems-nontraditional-solutions-000422nas a2200133 4500008004100000245004500041210004500086260000900131653001500140653001700155100001600172700001700188856008300205 2012 eng d00aSustainability for Operations Management0 aSustainability for Operations Management c201210aManagement10aSupply Chain1 aWu, Zhaohui1 aPagell, Mark u/biblio/sustainability-operations-management-000507nas a2200133 4500008004100000245007500041210006900116260000900185653001700194100001400211700001600225700002200241856011000263 2012 eng d00aTetra Pak: Sustainablility Initiatives in China, ECCH Case #613-005-8.0 aTetra Pak Sustainablility Initiatives in China ECCH Case 6130058 c201210aSupply Chain1 aJia, Jeff1 aWu, Zhaohui1 aGosling, Jonathan u/biblio/tetra-pak-sustainablility-initiatives-china-ecch-case-613-005-8-000630nas a2200157 4500008004100000245008100041210006900122260000900191300008100200490000700281653001500288653001700303100001600320700001700336856011900353 2011 eng d00aBalancing Priorities: Decision-Making in Sustainable Supply Chain Management0 aBalancing Priorities DecisionMaking in Sustainable Supply Chain  c2011 a577-590, Best Paper Runner up, The Jack Meredith Best Paper Award, JOM 2016.0 v2910aManagement10aSupply Chain1 aWu, Zhaohui1 aPagell, Mark u/biblio/balancing-priorities-decision-making-sustainable-supply-chain-management-000548nam a2200121 4500008004100000245011900041210006900160260000900229653001700238100002000255700001600275856013500291 2011 eng d00aFood Supply Chain: Economic, Social and Environmental Perspectives. New York: Routledge. ISBN: 978-0-415-88589-8.0 aFood Supply Chain Economic Social and Environmental Perspectives c201110aSupply Chain1 aPullman, Mellie1 aWu, Zhaohui u/biblio/food-supply-chain-economic-social-and-environmental-perspectives-new-york-routledge-isbn-000490nas a2200133 4500008004100000245005900041210005800100260000900158520003700167653001700204100001600221700002200237856009700259 2011 eng d00aProduce Supply Chain Management: Two Tales in One City0 aProduce Supply Chain Management Two Tales in One City c20113 aIt is a teaching case in a book.10aSupply Chain1 aWu, Zhaohui1 aChristensen, Kurt u/biblio/produce-supply-chain-management-two-tales-one-city-000616nas a2200157 4500008004100000245011900041210006900160260000900229300001200238490000700250653001700257100001600274700001600290700001900306856013300325 2011 eng d00aToward a New Asian Business and Management Model of Social and Environmental Value Creation (Special Issue Editor)0 aToward a New Asian Business and Management Model of Social and E c2011 a327-3290 v1010aSupply Chain1 aPark, Jacob1 aWu, Zhaohui1 aSroufe, Robert u/biblio/toward-new-asian-business-and-management-model-social-and-environmental-value-creation-001581nas a2200157 4500008004100000245006900041210006900110260000900179520103800188653001701226100001801243700001601261700001801277700001701295856011101312 2011 eng d00aWind Power Energy Technology and Environmental Impact Assessment0 aWind Power Energy Technology and Environmental Impact Assessment c20113 aPower generation for the existing electrical grid is largely based on the combustion of fossil fuels. Global concerns have been raised regarding the environmental sustainability of the system due to life cycle impacts, including land losses from fuel extraction and impacts of combustion emissions. An approach to reduce carbon emissions of fossil fuel-based energy employs the conversion of wind energy to electrical energy. The work presented describes modern wind power plants and provides an environmental assessment of a representative wind park from a life cycle perspective. The empirical analysis uses commercially available data, as well as information from an existing wind power plant. The life cycle assessment (LCA) study for a modern wind farm in the northwestern U.S. found that environmental benefits of avoiding typical electricity production greatly outweigh the impacts due to wind turbine construction and maintenance. Effects of component reliability, varying capacity factors, and energy portfolio are explored.10aSupply Chain1 aHapke, Hannes1 aWu, Zhaohui1 aHaapala, Karl1 aBrekken, Ted u/biblio/wind-power-energy-technology-and-environmental-impact-assessment-000634nas a2200133 4500008004100000245004600041210004500087260000900132520022400141653001700365100002000382700001600402856008200418 2010 eng d00aCountry Natural Beef: A Coop at Crossroad0 aCountry Natural Beef A Coop at Crossroad c20103 aa teaching case on sustainability and supply chain management, I used it in the MBA class and the case is well received. The case is now used in several universities in both business schools and agri-business colleges.10aSupply Chain1 aPullman, Mellie1 aWu, Zhaohui u/biblio/country-natural-beef-coop-crossroad-002455nas a2200169 4500008004100000245013300041210006900174260000900243300001400252490000700266520181500273653001702088100001202105700001402117700001602131856013802147 2010 eng d00aCreating Integrated Business and Environmental Value within the Context of China's Circular Economy and Ecological Modernization0 aCreating Integrated Business and Environmental Value within the  c2010 a1494-15010 v183 aThis paper investigates the challenges and opportunities of how firms and organizations can and will be able to strike a better balance between economic growth and environmental stewardship in the context of China’s emerging ‘circular economy’ policy paradigm and based on ecological modernization theoretic approaches. Based on three company case studies in the information technology and electronic industries in China, we identify and demonstrate how a blended business and environmental value can be created from adopting a sustainable supply chain management approach. The adoption of a sustainable supply chain management approach is rapidly becoming a key business challenge and opportunity in China and other large emerging economies around the world, where our greatest environmental management challenges currently reside and will continue to exist for many years to come. The value creation framework proposed in research focuses on evaluating three case study companies who appear in various stages of an electronic industry supply chain. Value creation within a supply chain can provide the impetus for organizations to adopt circular economy, sustainable supply chain practices, for competitive reasons. In addition, we describe how a value proposition can be evaluated at two levels of analysis, a more specific micro-level and a more general meso-level of analysis. The four major business value dimensions include cost reduction, revenue generation, resiliency, and legitimacy and image. The initial findings are that a variety of opportunities exist for electronic firms in emerging and developing countries, while results from this study provide an important scholarly foundation to develop and refine sustainable supply chain management practices in emerging and developing economies.10aSupply Chain1 aPark, J1 aSarkis, J1 aWu, Zhaohui u/biblio/creating-integrated-business-and-environmental-value-within-context-chinas-circular-economy-001879nas a2200169 4500008004100000245008100041210006900122260000900191300000900200490000700209520133500216653001701551100002201568700001601590700001901606856008401625 2010 eng d00aExploring Supply Managers' Intrapreneurial Ability and Relationship Quality.0 aExploring Supply Managers Intrapreneurial Ability and Relationsh c2010 a1-120 v173 aThis article examined the degree to which a supply manager's intrapreneurial ability influences the quality of individual-level relationships with internal customers and the supplier's account executive. The moderating influence of the buyer's firm-level commitment to the supplier and how these relationships subsequently impact supplier performance were explored. The study assessed the supply manager's intrapreneurial ability using survey data gathered from 110 supply managers across a variety of industries. In key supplier relationships, a supply manager's intrapreneurial ability positively influences the quality of internal and external relationships. The firm's commitment to the supplier weakens the relationship between intrapreneurial ability and relationship quality. The findings highlight the value of individual skills to enhance relationships The ability to behave intrapreneurially shapes the quality of internal and supplier relationships. However, only the supply manager's relationship with the supplier's account executive is related to supplier performance. By examining the impact of intrapreneurial ability on individual-level relationships with internal customers and supplier's account executive, a more comprehensive view of business-to-business relationship management in the supply chain is gained.10aSupply Chain1 aSteward, Michelle1 aWu, Zhaohui1 aHartley, Janet uhttp://www.informaworld.com/smpp/content~content=a922183362~db=all~jumptype=rss01853nas a2200169 4500008004100000245010900041210006900150260000900219300001200228490000700240520123400247653001701481100001601498700001501514700002301529856013101552 2010 eng d00aSupplier-Supplier Relationships in Buyer-Supplier-Supplier Triads: Implications for Supplier Performance0 aSupplierSupplier Relationships in BuyerSupplierSupplier Triads I c2010 a115-1230 v283 aA growing number of studies and evidence from industries suggest that, besides managing the relationship with its suppliers, a buyer needs to proactively manage the relationships between those suppliers. In a buyer–supplier–supplier relationship triad, the buyer, as the contracting entity, influences the suppliers’ behaviors and the relationship between them. By considering the relationships in such a triad, we are able to gain a richer and more realistic perspective of buyer–supplier relationships. In this study, our goal is to examine supplier–supplier relationships in buyer–supplier–supplier triads, focusing on how such relationships impact the supplier performance. We frame the supplier–supplier relationship as co-opetition—one in which competing suppliers work together to meet the buyer's requirements. We investigate the role of the buyer on such relationships, and how the buyer and co-opetitive supplier–supplier relationships affect supplier performance. We find mixed empirical support for our hypotheses. However, we are able to demonstrate the dynamics of supplier–supplier co-opetition in the buyer–supplier–supplier triad. We point out the need for further studies in this area.10aSupply Chain1 aWu, Zhaohui1 aChoi, T.Y.1 aRungtusanatham, M. u/biblio/supplier-supplier-relationships-buyer-supplier-supplier-triads-implications-supplier-001243nas a2200181 4500008004100000245009200041210006900133260000900202300001000211490000700221520062300228653001500851653001700866100001700883700001600900700001800916856012700934 2010 eng d00aThinking Differently About Purchasing Portfolios: An Assessment of Sustainable Sourcing0 aThinking Differently About Purchasing Portfolios An Assessment o c2010 a57-730 v463 aPurchasing portfolios are a well accepted part of the supply chain literature. Yet during a recent data collection effort we observed that a number of leaders in sustainable supply chain management were not organizing their purchasing portfolios in the manner suggested by Kraljic (1983). Specifically, we found evidence of organizations buying what would traditionally be leveraged commodities in a manner more suited to strategic suppliers. This manuscript describes the observed phenomena and then uses theory to try and explain our observations. The end result is a modified sustainable purchasing portfolio model.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui1 aWasserman, M. u/biblio/thinking-differently-about-purchasing-portfolios-assessment-sustainable-sourcing-001410nas a2200169 4500008004100000245011100041210006900152260000900221300008800230490000700318520071500325653001501040653001701055100001701072700001601089856013501105 2009 eng d00aBuilding a More Complete Theory of Sustainable Supply Chain Management Using Case Studies of Ten Exemplars0 aBuilding a More Complete Theory of Sustainable Supply Chain Mana c2009 a37-56 JSCM Best Paper of the Year; Citation of Excellence Awards for 2013 (Emerald)0 v453 aCase studies of 10 exemplar firms are used to build a coherent and testable model of the elements necessary to create a sustainable supply chain. The cases build on previous research by examining the chain as an entirety, by explicitly examining both the social and environmental outcomes of the chain's activities, and by explicitly asking what these exemplar organizations are doing that is unique in regards to managing their supply chains in a sustainable manner. The analysis suggests that the practices that lead to a more sustainable supply chain are equal parts best practices in traditional supply chain management and new behaviors, some of which run counter to existing accepted “best” practice.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui u/biblio/building-more-complete-theory-sustainable-supply-chain-management-using-case-studies-ten-001606nas a2200157 4500008004100000245009000041210006900131260000900200300002100209490000700230520104600237653001701283100001701300700001601317856011501333 2009 eng d00aTaking the Leap from Dyads to Triads: Buyer-Supplier Relationships in Supply Network.0 aTaking the Leap from Dyads to Triads BuyerSupplier Relationships c2009 a263-266, 269-2700 v143 aA network is made up of nodes and links. The smallest unit that consists of both these network elements is a dyad made up of two nodes (a buyer and a supplier) and the link that connects them (a buyer–supplier relationship).

Naturally, the focus of the supply chain management literature has been on this dyad. For instance, a buyer affects a supplier through its supplier evaluation and certificate programs, as well as long-term agreement practices. The relationship between a buyer and its supplier has been characterized as cooperative or adversarial. We have learned a great deal about supply chains through such studies in dyadic context.

However, we submit that in a network, a dyad is not the smallest unit of a network. In fact, the smallest unit is a triad, made up of three nodes and the links that connect them. If so, how would this recognition guide us as we move forward to investigate supply chains as a network? What would be its implications to the genre of the literature on buyer–supplier relationships?10aSupply Chain1 aChoi, Thomas1 aWu, Zhaohui u/biblio/taking-leap-dyads-triads-buyer-supplier-relationships-supply-network-001468nas a2200157 4500008004100000245008200041210006900123260000900192300003500201490000700236520090300243653001701146100001701163700001601180856011401196 2009 eng d00aTriads in Supply Networks: Theorizing Buyer–Supplier–Supplier Relationships0 aTriads in Supply Networks Theorizing Buyer Supplier Supplier Rel c2009 a8-25 JSCM Best Paper Runner-up0 v453 aPast studies in supply chain management have focused on dyadic relationships (e.g., buyer–supplier), as all relationships in a network begin with a dyad. However, dyads do not capture the essence of a network. We posit in this paper that triads are the fundamental building blocks of a network. To begin considering triads in supply networks, we build on two extant bodies of literature — the buyer–supplier relationship and supplier–supplier relationship literature which offer us the context of buyer–supplier–supplier triads. By doing so, we are taking the first step toward cracking the internal dynamics of triads in supply networks. To build theoretical propositions, we apply balance theory and the structural-hole concept. We identify nine triadic archetypes of buyer–supplier–supplier relationships and state key propositions that aid in decision making in supply networks.10aSupply Chain1 aChoi, Thomas1 aWu, Zhaohui u/biblio/triads-supply-networks-theorizing-buyersuppliersupplier-relationships00558nas a2200133 4500008004100000245010500041210006900146260000900215653001700224100001900241700001600260700001600276856013200292 2009 eng d00aUnlocking Business Value from an Integrated Management Approach to IT, Environment, and Supply Chain0 aUnlocking Business Value from an Integrated Management Approach  c200910aSupply Chain1 aSarkis, Joseph1 aPark, Jacob1 aWu, Zhaohui u/biblio/unlocking-business-value-integrated-management-approach-it-environment-and-supply-chain01628nas a2200169 4500008004100000245009800041210006900139260000900208300001200217490000700229520102100236653001701257100001601274700001601290700001601306856013601322 2009 eng d00aWearing Many Hats: Supply Managers Behavioral Complexity and Its Imapct on Supplier Relations0 aWearing Many Hats Supply Managers Behavioral Complexity and Its  c2009 a817-8230 v633 aApplying concepts from the behavioral complexity literature (Ashby, 1952; Denison, Hooijberg, and Quinn, 1995) we examine if supply managers’ multiple roles and the ability to shift among these roles is related to their interpersonal relationship with their key contact within the strategic suppliers’ 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’s advocate, and educator. Survey data were gathered from 59 pairs of supply managers and their key contact in a strategic supplier’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.10aSupply Chain1 aWu, Zhaohui1 aSteward, M.1 aHartley, J. u/biblio/wearing-many-hats-supply-managers-behavioral-complexity-and-its-imapct-supplier-relations-000394nas a2200133 4500008004100000245003500041210003500076260000900111653001500120653001700135100001600152700001800168856007400186 2007 eng d00aGreen companies set an example0 aGreen companies set an example c200710aManagement10aSupply Chain1 aWu, Zhaohui1 aDrexler, John u/biblio/green-companies-set-example-001210nas a2200181 4500008004100000245004700041210004300088260000900131300001200140490000700152520069900159653001500858653001700873100001700890700001600907700002300923856008200946 2007 eng d00aThe supply chain implications of recycling0 asupply chain implications of recycling c2007 a133-1430 v503 aUntil recently, end-of-life (EOL) product management was the purview of a small number of firms that could make money out of recycling and/or remanufacturing. Now, changing customer expectations and stringent product take-back regulations are forcing many goods producing organizations to confront EOL product management, even in cases in which there is no clear economic incentive for doing so. This article presents a framework that highlights the supply chain implications for firms forced into EOL product management where recycling is the only viable option. Discussed are the various recycling options available to managers, as well as the strategic implications of each of these choices.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui1 aMurthy, Nagesh, N. u/biblio/supply-chain-implications-recycling-001649nas a2200169 4500008004100000245011900041210006900160260000900229300001200238490000600250520102000256653001501276653001701291100001701308700001601325856013801341 2006 eng d00aEnhancing integration of supply chain functions within a firm: Exploring the critical factors through eleven cases0 aEnhancing integration of supply chain functions within a firm Ex c2006 a295-3150 v23 aSupply chain managers recognise that seamless supply chain operations require a high level of integration within and across organisations. Existing study and management focus have dealt with how to integrate supply chain activities across different organisations. However, it is not clear how a company should integrate supply chain functions within the company. One might assume that integration of the internal supply chain is easy to accomplish because top management has control over the functional areas. Yet, many companies suffer from supply chain disruptions due to internal coordination problems. As we started to investigate this issue we realised that the level of internal supply chain integration varies significantly from company to company. This discovery motivated us to take a systematic approach to investigating how companies integrate their internal supply chain. This study reports our findings with a focus on prescribing behaviours that managers can use to guide internal integration efforts.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui u/biblio/enhancing-integration-supply-chain-functions-within-firm-exploring-critical-factors-through-001527nas a2200157 4500008004100000245010700041210006900148260000900217300003700226490000700263520091500270653001701185100001601202700001501218856013601233 2005 eng d00aSupplier-Supplier Relationships in the Buyer-Supplier Triad: Building Theories from Eight Case Studies0 aSupplierSupplier Relationships in the BuyerSupplier Triad Buildi c2005 a27-52 JOM Best Paper of the Year0 v243 aMany researchers have studied how the buying company manages its relationship with suppliers (i.e. buyer”supplier relationship). Extending this genre of study, researchers have recently shown interest in investigating how the buying company manages relationships between the suppliers (i.e. supplier”supplier relationship). In other words, just as the relationship with the suppliers does, the relationships between suppliers have strategic implications for the buyer. We present in this study eight cases that describe supplier”supplier relationship dynamics. Using theory building through case studies, we identify five archetypes of supplier”supplier relationships. Each type of relationship is a unique configuration of the relational characteristics. We also present working propositions that associate the antecedent conditions that lead to these archetypes and eventual performance implications.10aSupply Chain1 aWu, Zhaohui1 aChoi, T.Y. u/biblio/supplier-supplier-relationships-buyer-supplier-triad-building-theories-eight-case-studies-001770nas a2200193 4500008004100000245011100041210006900152260000900221300001200230490000700242520107900249653001701328100002301345700001701368700002601385700001601411700001701427856013201444 2003 eng d00aSurvey Research in Production/Operations Management: Historical Analyses and Opportunities for Improvement0 aSurvey Research in ProductionOperations Management Historical An c2003 a475-4880 v213 aOur paper provides a comprehensive assessment of 285 survey research articles in operations management (OM), published between 1980 and 2000. Six OM journals are included in this study; they are, in alphabetical order: Decision Sciences (DS), International Journal of Operations & Production Management (IJOPM), International Journal of Production Research (IJPR), Journal of Operations Management (JOM), Management Science (MS), and Production and Operations Management (POM). In this paper, we reflect upon the state and evolution of survey research in the OM discipline across a 21-year time span and the contribution of OM journals that have published these studies. Major changes have occurred in the last 5 years of our sampling period, and two topics stood out as showing fastest ascendancy to prominence—operations strategy and supply chain management. Furthermore, over the years, the Journal of Operations Management appears to have been publishing more survey research articles and a greater variety of OM topics compared to the other five journals in our study.10aSupply Chain1 aRungtusanatham, M.1 aChoi, T., Y.1 aHollingsworth, D., G.1 aWu, Zhaohui1 aCipriano, F. u/biblio/survey-research-productionoperations-management-historical-analyses-and-opportunities-000633nas a2200169 4500008004100000245009200041210006900133260000900202300003300211490000700244653001700251100001700268700001600285700001900301700001300320856013000333 2002 eng d00aSupplier-Supplier Relationships and Their Implications for Buyer-Supplier Relationships0 aSupplierSupplier Relationships and Their Implications for BuyerS c2002 a119-130 Best Paper Runner-up0 v4910aSupply Chain1 aChoi, T., Y.1 aWu, Zhaohui1 aEllram, L., M.1 aKoka, B. u/biblio/supplier-supplier-relationships-and-their-implications-buyer-supplier-relationships-0