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

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

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.

Suggested Citation

  • Wu, Zhaohui & Steward, Michelle D. & Hartley, Janet L., 2010. "Wearing many hats: Supply managers' behavioral complexity and its impact on supplier relationships," Journal of Business Research, Elsevier, vol. 63(8), pages 817-823, August.
    • Handle: RePEc:eee:jbrese:v:63:y:2010:i:8:p:817-823
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    Cited by:

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    6. Justin M. Lawrence & Andrew T. Crecelius & Lisa K. Scheer & Son K. Lam, 2019. "When it pays to have a friend on the inside: contingent effects of buyer advocacy on B2B suppliers," Journal of the Academy of Marketing Science, Springer, vol. 47(5), pages 837-857, September.
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