@article {1975381,
	title = {Whose Resilience Matters? Addressing Issues of Scale in Supply Chain Resilience},
	journal = {Journal of Business Logistics},
	year = {2021},
	month = {2021},
	keywords = {Supply Chain},
	author = {Novak,David and Wu,Zhaohui and Dooley,Kevin}
}
@inbook {1985021,
	title = {Wind Power Energy Technology and Environmental Impact Assessment},
	year = {2011},
	month = {2011},
	abstract = {Power 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.},
	keywords = {Supply Chain},
	author = {Hapke,Hannes and Wu,Zhaohui and Haapala,Karl and Brekken,Ted}
}
@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.}
}
