Post by account_disabled on Jan 1, 2024 4:40:28 GMT -5
Whether joint ventures or loose alliances, failed. In fact, many studies show that joint venture failure rates range from to. The reality of this close relationship has been studied from a variety of perspectives including psychology, marketing, management, and economics. Each offers his or her own causal explanation. For example, psychologists have found that the closer and more secure people in a relationship feel, the more likely they are to ask annoying questions and create conflict. Marketing researchers speculate that partners become increasingly dissatisfied as a relationship continues. Perhaps parties have become less objective and their offerings have become stale, even as expectations have
Become unreasonably high. Research on strategic management of joint ventures shows that partners are initially highly dependent on each other. Over time, when each party learns what the other knows, the relationship becomes unstable and fragile. Economists point to the growth of opportunism (the use of subterfuge for personal gain) as a key factor in destabilizing close relationships between organizations. Several Job Function Email List studies involving thousands of ongoing business relationships provide insights into how seemingly good relationships can turn sour. The findings reveal a startling phenomenon: well on the surface are often the most vulnerable to the destructive forces that
Quietly develop beneath the surface. In other words, the seemingly most stable intimate relationships may also be the most vulnerable to decline and destruction. We call this phenomenon the dark side of intimacy. Acknowledging the dark side of intimate relationships is not the same as saying that such relationships are dysfunctional and therefore prone to disintegration. About the Author Erin Anderson is the John Loudon Chair Professor of International Management and Professor of Marketing at INSEAD in Fontainebleau, France. is a Caldwell Fellow Associate Professor
Become unreasonably high. Research on strategic management of joint ventures shows that partners are initially highly dependent on each other. Over time, when each party learns what the other knows, the relationship becomes unstable and fragile. Economists point to the growth of opportunism (the use of subterfuge for personal gain) as a key factor in destabilizing close relationships between organizations. Several Job Function Email List studies involving thousands of ongoing business relationships provide insights into how seemingly good relationships can turn sour. The findings reveal a startling phenomenon: well on the surface are often the most vulnerable to the destructive forces that
Quietly develop beneath the surface. In other words, the seemingly most stable intimate relationships may also be the most vulnerable to decline and destruction. We call this phenomenon the dark side of intimacy. Acknowledging the dark side of intimate relationships is not the same as saying that such relationships are dysfunctional and therefore prone to disintegration. About the Author Erin Anderson is the John Loudon Chair Professor of International Management and Professor of Marketing at INSEAD in Fontainebleau, France. is a Caldwell Fellow Associate Professor