Extending the Marriage Metaphor as a Way to View Marketing Relationships

Theorizing through metaphorical transfer in OM/SCM research: Divorce as a metaphor for strategic buyer–supplier relationship dissolution

“…Strategic buyer–supplier relationship dissolution . The dissolution of a strategic buyer–supplier relationship, likewise, terminates a previously‐established, long‐term legal relationship between two business entities (Stoltman and Morgan, 2002; Mayer and Teece, 2008). This termination releases the buyer and supplier from their legal commitments once current obligations are fulfilled (Macneil, 1978), and is often complex and stressful (Giller and Matear, 2001; Stoltman and Morgan, 2002).…”

“…The dissolution of a strategic buyer–supplier relationship, likewise, terminates a previously‐established, long‐term legal relationship between two business entities (Stoltman and Morgan, 2002; Mayer and Teece, 2008). This termination releases the buyer and supplier from their legal commitments once current obligations are fulfilled (Macneil, 1978), and is often complex and stressful (Giller and Matear, 2001; Stoltman and Morgan, 2002). In terminating the strategic relationship, the buyer and supplier agree to the “division or custody of relationship‐specific assets” from joint investments (Stoltman and Morgan, 2002: 67).…”

“…This termination releases the buyer and supplier from their legal commitments once current obligations are fulfilled (Macneil, 1978), and is often complex and stressful (Giller and Matear, 2001; Stoltman and Morgan, 2002). In terminating the strategic relationship, the buyer and supplier agree to the “division or custody of relationship‐specific assets” from joint investments (Stoltman and Morgan, 2002: 67). When the dissolution arises from one entity breaching contract terms, the injured entity may also ask for compensation to recoup its investments in relationship‐specific assets (Marsh, 2001).…”

Study on the Risk Preference of Technological Innovation investment to Female Entrepreneurs

“…When an individual experiences simultaneous time pressures from the work and family domains, the individual may seek support from role senders in either or both the work and family domains (Stoltman and Morgan 2002). The husbands may affect women's work through the time the husbands may make available for household-related roles, particularly that of caring for young children (Wurd 1987).…”

The power roots and drivers of infidelity in international business relationships

“…1 Although infidelity is a construct which has been developed in interpersonal relationships (and in particular the marital studies literature), it is also relevant for interorganizational relationships. This is because: (a) buyer-seller relationships involve close relationships between highly interdependent partners and are characterized by learning, adaptation, and socialization among interacting parties (Dwyer et al, 1987;Håkansson & Snehota, 1995;Levitt, 1983); (b) interorganizational relations have a dynamic nature and can experience dark periods of transition such as appearance of extradyadic actors trying to tempt the dyadic partners with better offers (Johnston & Hausman, 2006;Stoltman & Morgan, 2002); and (c) infidelity is associated with disloyalty, unsatisfied needs, irresponsibility, and intentional deception (Egan & Angus, 2004), which can also arise in interfirm relationships. 2…”