The impact of interwoven integration practices on supply chain value addition and firm performance
S. -, M. Tavana, A. Shabani, R. Singh, Journal of Industrial Engineering International 15 (2019) 39–51.
Download
No fulltext has been uploaded.
Journal Article
| English
Author
-, Shashi;
Tavana, MadjidLibreCat;
Shabani, Amir;
Singh, Rajwinder
Publishing Year
Journal Title
Journal of Industrial Engineering International
Volume
15
Issue
Suppl 1
Page
39-51
LibreCat-ID
Cite this
- S, Tavana M, Shabani A, Singh R. The impact of interwoven integration practices on supply chain value addition and firm performance. Journal of Industrial Engineering International. 2019;15(Suppl 1):39-51. doi:https://doi.org/10.1007/s40092-019-0316-8
-, S., Tavana, M., Shabani, A., & Singh, R. (2019). The impact of interwoven integration practices on supply chain value addition and firm performance. Journal of Industrial Engineering International, 15(Suppl 1), 39–51. https://doi.org/10.1007/s40092-019-0316-8
@article{-_Tavana_Shabani_Singh_2019, title={The impact of interwoven integration practices on supply chain value addition and firm performance}, volume={15}, DOI={https://doi.org/10.1007/s40092-019-0316-8}, number={Suppl 1}, journal={Journal of Industrial Engineering International}, author={-, Shashi and Tavana, Madjid and Shabani, Amir and Singh, Rajwinder}, year={2019}, pages={39–51} }
-, Shashi, Madjid Tavana, Amir Shabani, and Rajwinder Singh. “The Impact of Interwoven Integration Practices on Supply Chain Value Addition and Firm Performance.” Journal of Industrial Engineering International 15, no. Suppl 1 (2019): 39–51. https://doi.org/10.1007/s40092-019-0316-8.
S. -, M. Tavana, A. Shabani, and R. Singh, “The impact of interwoven integration practices on supply chain value addition and firm performance,” Journal of Industrial Engineering International, vol. 15, no. Suppl 1, pp. 39–51, 2019, doi: https://doi.org/10.1007/s40092-019-0316-8.
-, Shashi, et al. “The Impact of Interwoven Integration Practices on Supply Chain Value Addition and Firm Performance.” Journal of Industrial Engineering International, vol. 15, no. Suppl 1, 2019, pp. 39–51, doi:https://doi.org/10.1007/s40092-019-0316-8.
Google Scholar