The NEG: A counterintuitive relationship initiation strategy

2011 ◽  
Author(s):  
Brian Richards ◽  
Jessica Turchik ◽  
Keith Markman
2021 ◽  
pp. 108886832110258
Author(s):  
Samantha Joel ◽  
Geoff MacDonald

Dating is widely thought of as a test phase for romantic relationships, during which new romantic partners carefully evaluate each other for long-term fit. However, this cultural narrative assumes that people are well equipped to reject poorly suited partners. In this article, we argue that humans are biased toward pro-relationship decisions—decisions that favor the initiation, advancement, and maintenance of romantic relationships. We first review evidence for a progression bias in the context of relationship initiation, investment, and breakup decisions. We next consider possible theoretical underpinnings—both evolutionary and cultural—that may explain why getting into a relationship is often easier than getting out of one, and why being in a less desirable relationship is often preferred over being in no relationship at all. We discuss potential boundary conditions that the phenomenon may have, as well as its implications for existing theoretical models of mate selection and relationship development.


1993 ◽  
Vol 29 (5) ◽  
pp. 434-461 ◽  
Author(s):  
Jeffry A. Simpson ◽  
Steven W. Gangestad ◽  
Michael Biek

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anne-Maria Holma ◽  
Anu Bask ◽  
Antti Laakso ◽  
Dan Andersson

Purpose This paper aims to develop a framework for switching a service supplier in a supply network. Design/methodology/approach The study builds on existing literature in the field of purchasing and supply management, public procurement (PP) and the Industrial Marketing and Purchasing approach, as well as on an illustrative example case, from the PP context, of a supplier switch in a service delivery process. Findings During a switching process, the buyer must simultaneously manage the ending of a relationship with the incumbent supplier and the beginning of a relationship with a new supplier. Collaboration with the focal suppliers to develop a service process with standardized components prevents disruptions in the service processes and reduces the impact of the switch on the wider network. Research limitations/implications The conceptualization suggested in this paper needs to be further explored in different empirical contexts to assess its practical adequacy. Practical implications Practitioners responsible for service procurement can use the findings to develop collaboration with suppliers, both when it comes to service process development and to the switching process. Furthermore, the authors highlight the importance of ending competencies and the development of an exit plan to conduct a “beautiful exit.” Originality/value The paper integrates relationship initiation and ending studies, as well as procurement process models to develop a refined switching process framework. Many PPs rely on short-term relationships due to the legal obligation to frequently invite suppliers to tender, thus understanding the supplier switching process is important both for private and public sector actors.


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