00587nas a2200169   4500008004100000245008400041210006900125260000900194300001200203490000700215653001700222100001600239700001500255700001500270700001200285856012000297       2011                        eng d00aStructural Investigation of Supply Networks: A Social Network Analysis Approach0 aStructural Investigation of Supply Networks A Social Network Ana  c2011  a194-2110 v2910aSupply Chain1 aKim, Yusoon1 aChoi, T.Y.1 aDooley, K.1 aYan, T.  uhttps://business.oregonstate.edu/biblio/structural-investigation-supply-networks-social-network-analysis-approach-001853nas 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.  uhttps://business.oregonstate.edu/biblio/supplier-supplier-relationships-buyer-supplier-supplier-triads-implications-supplier-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.  uhttps://business.oregonstate.edu/biblio/supplier-supplier-relationships-buyer-supplier-triad-building-theories-eight-case-studies-0