A1 Refereed original research article in a scientific journal
A process theory of relationship ending
Authors: Halinen Aino, Tähtinen Jaana
Publisher: Emerald
Publication year: 2002
Journal: International Journal of Service Industry Management
Journal name in source: International Journal of Service Industry Management
Volume: 13
Issue: 2
First page : 163
Last page: 180
Number of pages: 18
ISSN: 0956-4233
DOI: https://doi.org/10.1108/09564230210425359
Web address : http://api.elsevier.com/content/abstract/scopus_id:0035998711
Abstract
This research is about the ending of business relationships: What that is, why it happens, and how an extant relationship dissolves. Ending of buyer-seller relationships has very recently attracted increased research attention. This article adds to the existing knowledge by developing a process model to understand, in particular, how dissolution advances in a professional service context. The model aims to attend the major shortcomings of existing research and distinguishes three conceptual categories: the type of relationship and its ending, the factors that influence the process, and the ending process per se. It is concluded that the ending process is always both temporally and contextually embedded and to a significant degree actor-driven; a picture of idiosyncrasy rather than deterministic development. The article ends by discussing managerial implications and making suggestions for future research.
This research is about the ending of business relationships: What that is, why it happens, and how an extant relationship dissolves. Ending of buyer-seller relationships has very recently attracted increased research attention. This article adds to the existing knowledge by developing a process model to understand, in particular, how dissolution advances in a professional service context. The model aims to attend the major shortcomings of existing research and distinguishes three conceptual categories: the type of relationship and its ending, the factors that influence the process, and the ending process per se. It is concluded that the ending process is always both temporally and contextually embedded and to a significant degree actor-driven; a picture of idiosyncrasy rather than deterministic development. The article ends by discussing managerial implications and making suggestions for future research.
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