Faculty
Zhaohui Wu
Professor
Supply Chain Logistics Management

Zhaohui Wu

541-737-3514

wuz@bus.oregonstate.edu

Faculty
Zhaohui Wu
Overview
Overview
Background
Publications

Background

Education

Ph.D. Supply Chain Management, Arizona State University, 2003; MBA, Bowling Green State University, 1997;  BA, Xian Foreign Language Institute P.R. China, 1990.

Service

  • Associate Editor: Journal of Supply Chain Management (2015-present)
  • Associate Editor, Journal of Journal of Purchasing & Supply Management, 2017- Associate Editor., Decision Sciences Journal, 2017-
  • Associate Editor: Journal of Operations Management (2007- present)
  • Editorial Review Board: Journal of Supply Chain Management (2007- 2015), Decision Sciences Journal (2006-2008)
  • Track Chair, Production & Operations Management Society Annual Conference, (2011-2013)
  • Associate Program Chair, Decision Sciences Institute Annual Conference, (2012, 2014)
  • Coordinator, 2009, 2010 Operation Management Division Doctoral Consortium, Academy of Management
  • Advisory Boards: PACCESS (2006-2012), IfWizard (2012-present)

Publications

Academic Journal
Supply Chain

“Exploring Supply Managers' Intrapreneurial Ability and Relationship Quality.”

This article examined the degree to which a supply manager's intrapreneurial ability influences the quality of individual-level relationships with internal customers and the supplier's account executive. The moderating influence of the buyer's firm-level commitment to the supplier and how these relationships subsequently impact supplier performance were explored. The study assessed the supply manager's intrapreneurial ability using survey data gathered from 110 supply managers across a variety of industries. In key supplier relationships, a supply manager's intrapreneurial ability positively influences the quality of internal and external relationships. The firm'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's relationship with the supplier's account executive is related to supplier performance. By examining the impact of intrapreneurial ability on individual-level relationships with internal customers and supplier's account executive, a more comprehensive view of business-to-business relationship management in the supply chain is gained.
Details

1-12 pages 2010 Michelle Steward Zhaohui Wu Janet Hartley View on: Google Scholar

Academic Journal
Supply Chain

“Wearing Many Hats: Supply Managers Behavioral Complexity and Its Imapct on Supplier Relations”

Applying 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.
Details

817-823 pages 2009 Zhaohui Wu M. Steward J. Hartley View on: Google Scholar

Academic Journal
Supply Chain

“Taking the Leap from Dyads to Triads: Buyer-Supplier Relationships in Supply Network.”

A network is made up of nodes and links. The smallest unit that consists of both these network elements is a dyad made up of two nodes (a buyer and a supplier) and the link that connects them (a buyer–supplier relationship).

Naturally, the focus of the supply chain management literature has been on this dyad. For instance, a buyer affects a supplier through its supplier evaluation and certificate programs, as well as long-term agreement practices. The relationship between a buyer and its supplier has been characterized as cooperative or adversarial. We have learned a great deal about supply chains through such studies in dyadic context.

However, we submit that in a network, a dyad is not the smallest unit of a network. In fact, the smallest unit is a triad, made up of three nodes and the links that connect them. If so, how would this recognition guide us as we move forward to investigate supply chains as a network? What would be its implications to the genre of the literature on buyer–supplier relationships?
Details

263-266, 269-270 pages 2009 Thomas Choi Zhaohui Wu View on: Google Scholar

Academic Journal
Supply Chain

“Building a More Complete Theory of Sustainable Supply Chain Management Using Case Studies of Ten Exemplars”

Case studies of 10 exemplar firms are used to build a coherent and testable model of the elements necessary to create a sustainable supply chain. The cases build on previous research by examining the chain as an entirety, by explicitly examining both the social and environmental outcomes of the chain's activities, and by explicitly asking what these exemplar organizations are doing that is unique in regards to managing their supply chains in a sustainable manner. The analysis suggests that the practices that lead to a more sustainable supply chain are equal parts best practices in traditional supply chain management and new behaviors, some of which run counter to existing accepted “best” practice.
Details

37-56 JSCM Best Paper of the Year; Citation of Excellence Awards for 2013 (Emerald) pages 2009 Mark Pagell Zhaohui Wu View on: Google Scholar

Academic Journal
Supply Chain

“Triads in Supply Networks: Theorizing Buyer–Supplier–Supplier Relationships”

Past studies in supply chain management have focused on dyadic relationships (e.g., buyer–supplier), as all relationships in a network begin with a dyad. However, dyads do not capture the essence of a network. We posit in this paper that triads are the fundamental building blocks of a network. To begin considering triads in supply networks, we build on two extant bodies of literature — the buyer–supplier relationship and supplier–supplier relationship literature which offer us the context of buyer–supplier–supplier triads. By doing so, we are taking the first step toward cracking the internal dynamics of triads in supply networks. To build theoretical propositions, we apply balance theory and the structural-hole concept. We identify nine triadic archetypes of buyer–supplier–supplier relationships and state key propositions that aid in decision making in supply networks.
Details

8-25 JSCM Best Paper Runner-up pages 2009 Thomas Choi Zhaohui Wu View on: Google Scholar

Academic Journal
Supply Chain

“The supply chain implications of recycling”

Until recently, end-of-life (EOL) product management was the purview of a small number of firms that could make money out of recycling and/or remanufacturing. Now, changing customer expectations and stringent product take-back regulations are forcing many goods producing organizations to confront EOL product management, even in cases in which there is no clear economic incentive for doing so. This article presents a framework that highlights the supply chain implications for firms forced into EOL product management where recycling is the only viable option. Discussed are the various recycling options available to managers, as well as the strategic implications of each of these choices.
Details

133-143 pages 2007 Business Horizons Mark Pagell Zhaohui Wu Nagesh Murthy View on: Google Scholar

Academic Journal
Supply Chain

“Enhancing integration of supply chain functions within a firm: Exploring the critical factors through eleven cases”

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.
Details

295-315 pages 2006 Journal of Integrated Supply Chain Management Mark Pagell Zhaohui Wu View on: Google Scholar

Academic Journal
Supply Chain

“Supplier-Supplier Relationships in the Buyer-Supplier Triad: Building Theories from Eight Case Studies”

Many 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.
Details

27-52 JOM Best Paper of the Year pages 2005 Journal of Operations Management Zhaohui Wu T. Choi

Academic Journal
Supply Chain

“Survey Research in Production/Operations Management: Historical Analyses and Opportunities for Improvement”

Our paper provides a comprehensive assessment of 285 survey research articles in operations management (OM), published between 1980 and 2000. Six OM journals are included in this study; they are, in alphabetical order: Decision Sciences (DS), International Journal of Operations & Production Management (IJOPM), International Journal of Production Research (IJPR), Journal of Operations Management (JOM), Management Science (MS), and Production and Operations Management (POM). In this paper, we reflect upon the state and evolution of survey research in the OM discipline across a 21-year time span and the contribution of OM journals that have published these studies. Major changes have occurred in the last 5 years of our sampling period, and two topics stood out as showing fastest ascendancy to prominence—operations strategy and supply chain management. Furthermore, over the years, the Journal of Operations Management appears to have been publishing more survey research articles and a greater variety of OM topics compared to the other five journals in our study.
Details

475-488 pages 2003 Journal of Operations Management M. Rungtusanatham T. Choi D. Hollingsworth Zhaohui Wu F. Cipriano