In order to thrive, small businesses are often advised to develop relationships with external organizations that have the potential to assist business development, survival, and growth. A focus on the external relationships of the small business underlines the vital importance of external resources in moving a small business toward increased success and profitability. Covering the period from 1990 to 2002, this paper reviews the small business literature as it relates to the use of these external relationships (such as organizational partnerships, networks, and alliances). In response to both academic and practitioner demand for further research in this area, an exhaustive analysis of the relevant literature was conducted and three "meta" research questions representing the connections within this literature were formed. The resource-based view of the firm, resource dependency theory, and punctuated equilibrium theory are proposed as useful starting points for exploring these research questions and can give direction for moving forward in this research area.

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New communication technologies, increased virtual communication, and the intense pressure for managers and employees to be continually available and “online” are giving rise to a new and emerging workplace behavior: multicommunicating (MC), or the managing of multiple conversations at the same time. Whereas researchers in psychology and management have studied the phenomenon of multitasking, few have examined multitasking where one juggles not just multiple tasks but multiple people and often multiple media at the same time. We use the spiral theory of incivility to investigate the relational outcomes of MC from the perspective of the communication partners being juggled. Our research extends this theory by further exploring the starting point of the spiral and—through the application of social exchange theory—suggesting several antecedents to incivility that are important in the context of MC. Employing a survey methodology, both qualitative and quantitative data were collected to test the theory (n = 324) and were analyzed using qualitative thematic analysis and structural equation modeling. The results suggest several factors influencing the partner's perceptions of focal individual incivility during MC, including who initiates the conversation, whether one of the conversations being juggled is useful to the other conversation, the focal individual's performance during the conversation, whether the focal individual is more accessible to the partner, and whether the partner is certain of or only suspects the existence of the other conversation. Further, partners' perceptions of these factors are influenced by their individual orientations toward MC. Finally, the partners' perceptions of the focal individual's incivility influence their interpersonal trust in the focal individual.

Workplace incivility has significant adverse consequences for targets. However, we know remarkably little about how targets of incivility cope and even less about which coping strategies are effective. Drawing on the coping process of the transactional model of stress, we examine confrontation as a form of problem-focused coping and avoidance as a form of emotion-focused coping in response to incivility. We examine the effects of these coping strategies on reoccurrence of incivility, incivility enacted by targets, psychological forgiveness, and emotional exhaustion. Focusing on the target's perspective of a series of uncivil interactions between a target and perpetrator, we conducted a 3-wave study of employees from various occupations. Employing the critical incident technique, participants reported on an incident of workplace incivility, and then answered a series of questions over 3 waves of data collection regarding their interactions with this perpetrator. Our findings suggest that confrontation and avoidance are ineffective in preventing reoccurrence of incivility. Avoidance can additionally lead to increased emotional exhaustion, target-enacted incivility, and lower psychological forgiveness. However, confrontation coping has promise with regards to eliciting positive outcomes such as psychological forgiveness that are beneficial to interpersonal workplace relationships. (PsycINFO Database Record

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