The involvement and influence of emotions in problematic business relationships

Tähtinen, Jaana; Blois, Keith

doi:10.1016/j.indmarman.2011.06.030

Cited by 44 publications

(41 citation statements)

References 55 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Similarly, Tähtinen and Blois (2011, p. 907) see relationships as a broader phenomenon where 'conflicts are emotionally defined and perceived by a triggering event'. Song, Dyer and Thieme (2006) argue that research into conflict has become characterized by 'a conflict's dimensionality, complexity, and contingency', something that Mele (2011) and Tähtinen and Blois (2011) recognize in their assessment of emotions, cognitions and relationships as dynamic dimensions rather than discrete types of conflict.…”

Section: Reconciling the Behavioral And Socio-psychological Approachesmentioning

confidence: 99%

“…Bargaining and the ending of relationships have been strong features in established research into conflict (Harrison, 2004;Salo, Tähtinen & Ulkuniemi, 2009;Ryan & Blois, 2010;Tähtinen & Blois, 2011). In our setting of a network with a small number of actors it is hard to escape or end relationships.…”

Section: Conflicts Configure Networkmentioning

confidence: 99%

“…IMP researchers' work on conflict is often from the perspective of managing and possibly ending relationships (Halinen & Tähtinen, 2002;Vaaland & Håkansson, 2003;Harrison, 2004;Mele, 2011;Ryan & Blois, 2010;Tähtinen & Blois, 2011). This approach can form the basis of further contributions by drawing on understandings of resource interactions and relationships (Håkansson & Waluszewski, 2002;Baraldi, Gressetvold & Harrison, 2012).…”

mentioning

confidence: 99%

See 2 more Smart Citations

Managing in conflict: How actors distribute conflict in an industrial network

Finch

Zhang

Geiger

2013

Industrial Marketing Management

View full text Add to dashboard Cite

Acknowledgements: This research is supported by the Leverhulme Trust, research grant F/00 273/N. We are grateful to Daniela Corsaro and the anonymous referees for their detailed and constructive comments and criticisms as we have developed this paper, and participants at the 28th IMP Conference in Rome for their comments. AbstractIMP researchers have examined conflict as a threat to established business relationships and commercial exchanges, drawing on theories and concepts developed in organization studies. We examine cases of conflict in relationships from the oil and gas industry's service sector, focusing on conflicts of interest and resources, and conflict as experienced by actors. Through a comparative case study design, we propose and explanation of how actors manage conflict and manage in conflict given that they tend to value and maintain relationships beyond episodes of exchange. We consider conflicts in relationships from a network perspective, showing that actors experienced these while adapting to changes in their business setting, modifying their roles in that network. By identifying conflict with the organizing forms of relationship and network, we show how actors formulate conflict through pursuing and combining a number of strategies, distributing the conflict across an enlarged network.

show abstract

Section: Reconciling the Behavioral And Socio-psychological Approachesmentioning

confidence: 99%

Section: Conflicts Configure Networkmentioning

confidence: 99%

mentioning

confidence: 99%

See 1 more Smart Citation

Managing in conflict: How actors distribute conflict in an industrial network

Finch

Zhang

Geiger

2013

Industrial Marketing Management

View full text Add to dashboard Cite

show abstract

“…A long-term relationship might suddenly enter a critical phase as the customer's needs change, or when the supplier's product portfolio and strategy change, both perhaps driven by changes in the business environment. In effect, the solution offered by the supplier becomes "misaligned" (Corsaro and Snehota, 2011), and the future of the business relationship becomes uncertain (see Tähtinen and Blois, 2011). In other words, a relationship "gap" (Leminen, 2001), "conflict" (Hadjikhani and Håkansson, 1996), or "frictional event" (Nordin, 2006) emerges.…”

Section: Introductionmentioning

confidence: 99%

Managing relationship gaps: A practitioner perspective

Nordin

Ravald

2016

Journal of Business Research

View full text Add to dashboard Cite

Prior research has failed to explain how practitioners manage relationship gaps, i.e., situations where the interests of the parties in the relationship no longer match. By adopting a practice-based research approach to explain empirical findings drawn from industrial (B2B) service contexts, this study contributes an explanatory framework of how practitioners handle relationship gaps in practice and what factors guide and shape their behaviors. This analysis is based on work life stories from practitioners at six different industrial companies and shows that relationship gaps are managed through four alternative gap management practices, each characterized by a specific set of activities. The practitioner's perception of the validity and feasibility of the available options guide the scope of action within which different sets of activities are enacted.

show abstract

“…In this research we focus on identifying drivers of unsuccessful key account sales proposals from the buyer's perspective. While current research provides some understanding of buyer-seller relationships based on value determination from this perspective (e.g., Mitręga & Zolkiewski, 2012;Tähtinen & Blois, 2011;Tuli, Kohli, & Bharadwaj, 2007;Ulaga & Chacour, 2001), further insights can be offered by understanding the buyer's perspective of failed major sales opportunities. Thus, studying the buyer's assessment of sales failures will offer a unique perspective of why sellers are really losing sales opportunities.…”

Section: Introductionmentioning

confidence: 99%