00526nas a2200133   4500008004100000245008400041210006900125260000900194653001700203100001700220700001600237700001800253856012100271       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  uhttps://dev.business.oregonstate.edu/biblio/whose-resilience-matters-addressing-issues-scale-supply-chain-resilience01585nas a2200157   4500008004100000245006900041210006900110260000900179520103800188653001701226100001801243700001601261700001801277700001701295856011501312       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  uhttps://dev.business.oregonstate.edu/biblio/wind-power-energy-technology-and-environmental-impact-assessment-001632nas a2200169   4500008004100000245009800041210006900139260000900208300001200217490000700229520102100236653001701257100001601274700001601290700001601306856014001322       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.  uhttps://dev.business.oregonstate.edu/biblio/wearing-many-hats-supply-managers-behavioral-complexity-and-its-imapct-supplier-relations-0