There are several factors that affect a firm's ability to successfully integrate internally and externally for organizational improvement. This study seeks to understand the relationship between a firm's strategy, its supply chain integration efforts, and firm performance. Leveraging the theoretical lens of structure-conduct-performance from the industrial organization economics literature, and utilizing both archival and survey data, we describe how firms may align their internal and external supply chain integration strategies with customers and suppliers. In doing so, these internal and external integration strategies affect the firm's ability to respond to customer demand, which then impacts operational and financial performance. Our work provides theoretical and empirical evidence of these relationships and thus extends prior strategic supply chain integration literature.

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Purpose -To assess the role of leader-member exchange (LMX) in affecting voluntary turnover in a high turnover work context. Design/methodology/approach -Following consideration of traditional predictors of employee turnover, how LMX is related to voluntary turnover is examined among 207 over-the-road truck drivers using a telephone survey. Findings -Leader member exchange is found to be nonlinearly related to turnover such that turnover is lowest when LMX is moderate (i.e. both "bad" and "good" LMX are associated with higher levels of turnover). Research limitations/implications -Findings indicate that LMX and other antecedents should be examined for nonlinear relationships to turnover. This research may help to bridge the gap between turnover research and that associated with supervision and leadership. Practical implications -These study results suggest that unrealistic expectations should not be formed regarding the power of any single factor (e.g. LMX) to reduce turnover. Originality/value -This paper suggests that nonlinear relationships between antecedents of turnover and turnover receive fuller consideration.The role of leader-member exchange in high turnover work environments Turnover experts, both academic and practitioner, have long asserted that supervision plays a meaningful role in voluntary employee turnover decisions. However, empirical investigation documenting these relations has lagged (Griffeth and Hom, 2001). Relatively few supervisory-linked antecedents of turnover beyond satisfaction with supervision have been explicitly studied (Griffeth et al., 2000). A more behaviorally-oriented specification of supervisory antecedents of turnover would be

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