Dark-side-effect contagion in business relationships

Zhang, Yumeng; Leischnig, Alexander; Heirati, Nima; Henneberg, Stephan C.

doi:10.1016/j.jbusres.2021.03.047

Cited by 19 publications

(16 citation statements)

References 88 publications

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“…Nevertheless, recent research has emphasized the multilevel considerations of dark side effects, such that the dark side of interorganizational relationships can also be driven by personal or interpersonal processes (Forkmann et al , 2022; Oliveira and Lumineau, 2019). For example, from social learning theory, though interpersonal learning is a social psychological process that positively reinforces interorganizational relationships, interpersonal learning may also negatively influence relationships such as spreading the dark side across these ongoing relationships (Zhang et al , 2021).…”

Section: Current Theories and Mechanisms In Dark Side Effectsmentioning

confidence: 99%

“…Social learning theory highlights the roles of observation, imitation and modeling in guiding people’s behaviors. Zhang et al (2021) consider social learning theory to examine how social learning drives the spread of dark side effects across interorganizational relationships: the interaction of boundary spanners through formal (Wang et al , 2018) and informal (Zhang and Zhang, 2006) means leads to learning and adoption of practices (which can be the mechanisms of dark side effects), resulting in the spread of dark side effects. We further contribute to the understanding of the dark side effects by describing how social learning through other routes can explain the occurrence of the dark side in interorganizational relationships.…”

Section: Proposed Theories and Mechanisms In Dark Side Effectsmentioning

confidence: 99%

“…account managers or sales managers) and is built upon the social interactions among them. Hence, recent research has emphasized the role of boundary spanners in the dark side of interorganizational relationships, forming multilevel frameworks to understand the social ecosystem of interorganizational relationships (Forkmann et al , 2022; Zhang et al , 2021).…”

Section: Introductionmentioning

confidence: 99%

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Theorising the dark side of interorganizational relationships: an extension

Pillai

Sharma

Cornelissen

et al. 2023

JBIM

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Purpose This paper aims to propose mechanisms of the dark side of interorganizational relationships from a social psychological perspective. The purpose is to understand the role of boundary spanners’ social psychological processes that may trigger the dark side effects. Design/methodology/approach Multple mechanisms are developed through three social psychological theories, namely, social identity theory, system justification theory and social learning theory. Findings Boundary spanners’ social psychological processes can trigger the dark side of interorganizational relationships via mechanisms such as excessive cooperation, reification, system justification and path dependence in learning. Practical implications This paper concludes with a discussion that offers a new perspective on research on dark side effects and the managerial implications of the present analysis. Originality/value This paper contributes to the current literature by extending the interpersonal social psychological processes that could explain the dark side of interorganizational relationships. This paper is a step forward to answer the calls for multilevel considerations of the dark side effects and inspire future research on the role of social psychological processes in dark side effects.

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Section: Current Theories and Mechanisms In Dark Side Effectsmentioning

confidence: 99%

Section: Proposed Theories and Mechanisms In Dark Side Effectsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Theorising the dark side of interorganizational relationships: an extension

Pillai

Sharma

Cornelissen

et al. 2023

JBIM

Self Cite

View full text Add to dashboard Cite

show abstract

“…Anderson and Jap (2005) noted that “relationships that appear to be doing well are often the most vulnerable to the forces of destruction” (p. 75) and “the strengths of close business relationships are also the doorways through which relationships become vulnerable to decay and deterioration” (p. 79). Zhang et al (2021) introduced the idea of contagion, where dark effects can spread from one business partner to another. According to editorial comments (Sharma et al , 2022), the 27 articles in a special issue of the Journal of Business Research address gaps in the literature to provide a more complete and up-to-date understanding of “dark side” phenomena.…”

Section: A Multi-stakeholder Multi-outcome Perspective Of the Sales F...mentioning

confidence: 99%

“…More specifically, salespeople and account managers should be cognizant of how well relationships with business partners work and develop individual management practices based on their own experience (Zhang et al , 2021). Villena et al (2021) propose explicit contracts, expectations of continuity and challenging goals as effective mechanisms to protect business relationships.…”

Section: A Multi-stakeholder Multi-outcome Perspective Of the Sales F...mentioning

confidence: 99%

Salespeople and teams as stakeholder and knowledge managers: a service-ecosystem, co-creation, crossing-points perspective on key outcomes

Plouffe,

DeCarlo,

Fergurson

et al. 2023

EJM

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Purpose This paper aims to explore the increasing importance of the intraorganizational dimension of the sales role (IDSR) based on service-ecosystem theory. Specifically, it examines how firms can improve interactions both internally and with external actors and stakeholders to both create and sustain advantageous “thin crossing points” (Hartmann et al. 2018). Academic research on sales ecosystems has yet to fully harness the rich insights and potential afforded by the crossing-point perspective. Design/methodology/approach After developing and unpacking the paper’s guiding conceptual framework (Figure 1), the authors focus on crossing points and the diversity of interactions between the contemporary sales force and its many stakeholders. They examine the sales literature, identify opportunities for thinning sales crossing points and propose dozens of research questions and needs. Findings The paper examines the importance of improving interactions both within and outside the vendor firm to thin crossing points, further develops the concept of the “sales ecosystem” and contributes a series of important research questions for future examination. Research limitations/implications The paper focuses on applying “thick” and “thin” crossing points, a key element of Hartman et al. (2018). The primary limitation of the paper is that it focuses solely on the crossing-points perspective and does not consider other applications of Hartman et al. (2018). Practical implications This work informs managers of the need to improve interactions both within and outside the firm by thinning crossing points. Improving relationships with stakeholders will improve many vendor firm and customer outcomes, including performance. Originality/value Integrating findings from the literature, the authors propose a conceptual framework to encompass the entire diversity of idiosyncratic interactions as well as long-term relationships the sales force experiences. They discuss the strategic importance of thinning crossing points as well as the competitive disadvantages, even peril, “thick” crossing points create. They propose an ambitious research agenda based on dozens of questions to drive further examination of the IDSR from a sales-ecosystem perspective.

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Motivations for hazing in collegiate settings: Employing situational strength to identify, disrupt, and construct

Joyce,

Meriwether,

Perlow

2024

New Drctns for Student Srvcs

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Hazing is motivated by numerous psychosocial phenomena embedded in the broader cultural milieu. The identification and deconstruction of these motivators presents an especially unique pathway to eliminating harmful and dangerous behaviors. The application of situational strength to hazing prevention offers a robust and applicable framework to help administrators and professionals impactfully disrupt hazing and reshape the larger campus and organizational ecology to support healthier joining experiences.

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Dark-side-effect contagion in business relationships

Cited by 19 publications

References 88 publications

Theorising the dark side of interorganizational relationships: an extension

Theorising the dark side of interorganizational relationships: an extension

Salespeople and teams as stakeholder and knowledge managers: a service-ecosystem, co-creation, crossing-points perspective on key outcomes

Motivations for hazing in collegiate settings: Employing situational strength to identify, disrupt, and construct

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