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In the networked business environment, the same actors come together and part in various situations. Addressing this, existing research describes the lifecycle of business relationships and network participation: Stages from relationship formation to termination and network exits have been covered. Less is known about the phases following a termination of relationships in networks. Especially, literature is relatively silent on those situations where the actors' paths cross again after a past exit. That is, re-encounters remain poorly understood. Building on existing literature and illustrative examples on business networks and rela-tionships, this conceptual study suggests that a longitudinally integrated view connecting the exit and post-exit developments to later encounters is needed. This study points out that the crossing of paths may, or may not, give start to the re-establishment of business relations, depending on the re-encounter itself and the preceding steps. Moreover, it is suggested that these antecedents derive from individual, organizational, relationship, and network levels. Therefore a vertically integrated approach further explains the re-encounter outcomes. The aim is to capture dynamics behind re-encounter outcomes -categorized here as (1) refraining from future interaction, (2) retribution, (3) reactivation characterized by reframing, or (4) full reactivation of relationships and collaboration -to assist future research.

Purpose -This article investigates the reasons for collaboration and the barriers to cooperation between universities and industry organizations. In an increasingly integrated world, cooperation between universities and companies is likely to grow in forthcoming years. Design/methodology/approach -The approach taken in this article differs from previous works in the sense that it reveals the psychological frameworks that academics and managers hold about collaborating with each other. Data come from a survey of academic and managerial staff working in several universities and companies in Portugal and Finland. Findings -Overall results show that academics still see companies as information sources for their researches, but they are also willing to participate in joint projects in which academic knowledge is not the sole output. Originality/value -Provides information for companies and universities with regard to how to embark on such cooperative endeavors.

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