@article {1975471,
	title = {Exploring Supply Management Status, Internal Collaboration and Operating Performance.},
	journal = {Operations Management Research},
	volume = {7},
	year = {2014},
	month = {2014},
	pages = {24-35},
	keywords = {Supply Chain},
	author = {Hartley,J. and Brodke,M and Wu,Zhaohui and Steward,M and Wheeler,J.}
}
@article {1975526,
	title = {Exploring Supply Managers{\textquoteright} Intrapreneurial Ability and Relationship Quality.},
	journal = {Journal of Business-to-Business Marketing},
	volume = {17},
	year = {2010},
	month = {2010},
	pages = {1-12},
	abstract = {This article examined the degree to which a supply manager{\textquoteright}s intrapreneurial ability influences the quality of individual-level relationships with internal customers and the supplier{\textquoteright}s account executive. The moderating influence of the buyer{\textquoteright}s firm-level commitment to the supplier and how these relationships subsequently impact supplier performance were explored. The study assessed the supply manager{\textquoteright}s intrapreneurial ability using survey data gathered from 110 supply managers across a variety of industries. In key supplier relationships, a supply manager{\textquoteright}s intrapreneurial ability positively influences the quality of internal and external relationships. The firm{\textquoteright}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{\textquoteright}s relationship with the supplier{\textquoteright}s account executive is related to supplier performance. By examining the impact of intrapreneurial ability on individual-level relationships with internal customers and supplier{\textquoteright}s account executive, a more comprehensive view of business-to-business relationship management in the supply chain is gained.},
	keywords = {Supply Chain},
	url = {http://www.informaworld.com/smpp/content~content=a922183362~db=all~jumptype=rss},
	author = {Steward,Michelle and Wu,Zhaohui and Hartley,Janet}
}
@article {1974091,
	title = {Enhancing integration of supply chain functions within a firm: Exploring the critical factors through eleven cases},
	journal = {International Journal of Integrated Supply Management},
	volume = {2},
	year = {2006},
	month = {2006},
	pages = {295-315},
	abstract = {Supply 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.},
	keywords = {Management, Supply Chain},
	author = {Pagell,Mark and Wu,Zhaohui}
}
