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Inactivity and the dynamics of relationship development: A proposed model/ Michael Polonsky

By: Contributor(s): Material type: TextTextSeries: Journal of Strategic marketing ; Volume 18 , number 3 ,Abingdon: Routledge Taylor and Francis, 2010Content type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
ISSN:
  • 0965-254X
Subject(s): Online resources: Summary: Much of the relationship development literature assumes that business relationships evolve along a standard path that often ends in failure. However, this overly restrictive assumption ignores that firms can reactivate dormant relationships. To relax this assumption, we focus on this dormant stage and posit that it reflects either naturally occurring pauses or consecutive shifts – first divergent and then convergent – in partnering needs. Ultimately, we proffer an inactivity-inclusive model that augments current dynamic process models and may help firms to manage all their relationships, active and inactive.
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Holdings
Item type Current library Call number Vol info Copy number Status Notes Date due Barcode
Journal Article Journal Article Main Library - Special Collections HF5415.13 JOU (Browse shelf(Opens below)) Vol 18, No 3 pages 257-273 SP5287 Not for loan For In-house only

Much of the relationship development literature assumes that business relationships evolve along a standard path that often ends in failure. However, this overly restrictive assumption ignores that firms can reactivate dormant relationships. To relax this assumption, we focus on this dormant stage and posit that it reflects either naturally occurring pauses or consecutive shifts – first divergent and then convergent – in partnering needs. Ultimately, we proffer an inactivity-inclusive model that augments current dynamic process models and may help firms to manage all their relationships, active and inactive.

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