In spite of the acknowledged importance of long-term relationships, there remains a lack of studies on troubled relationships. In such situations, recovery efforts are needed to continue the important relationships. Using interview data on 28 relationships a process model of business relationship recovery is developed that includes the start of the process, the actions during the process and the outcome(s). The second phase of the project included scale validation for the measurement of Relationship Recovery and inclusion of the scale in a questionnaire containing relational variables to be tested in a b2b marketing context.
Teamwork has gained increasing importance in organizations for both decision-making and production. Strategic processes within and between organizations – such as M&A’s, joint ventures and other internal organizational restructurings – result in the formation of newly composed teams. In these heterogeneous teams, (at least) two subgroups arise. Team members are confronted with a social dilemma: continue to act in their self-interest or that of their former team or act in everyone’s interest and contribute to the newly composed team? Free-riding always results in more individual profit on the short-term, regardless of other group members’ choices, but all team members and the organization as a whole are better off if all members cooperate. This research identifies antecedents of cooperative decision-making in such heterogeneous teams.
Aim is to also investigate how the findings on cooperation in faultline-based heterogeneous groups can be implicated on representative negotiations. Inter-group negotiations frequently involve social dilemmas for the representatives: when the constituency consists of subgroups separated by faultlines (coalitions), the representatives need to simultaneously take personal, subgroup, and constituency interests into account, when negotiating with the counterpart.