What happens when business relationships sour? This research delves into the complex process of how buyer-seller relationships dissolve, offering a process model particularly suited to professional service contexts. This article enriches the existing literature on the ending of business partnerships by crafting a process model that addresses current research gaps. It identifies three essential categories: relationship types and their conclusions, factors influencing the dissolution process, and the ending process itself. The study emphasizes that the termination process is heavily influenced by both time and context, shaped significantly by the actors involved. It portrays dissolution as an idiosyncratic event rather than a predetermined sequence of developments. Ultimately, this process theory highlights the individuality inherent in each dissolution process. By understanding this, managers can approach these situations with greater insight and adaptability, crafting strategies that acknowledge the unique circumstances at play. It concludes by highlighting managerial consequences and directions for future research.
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