Exiting and entering relationships: A framework for re-encounters in business networks

Building on existing literature and illustrative examples on business networks and relationships, this conceptual study suggests that a longitudinally integrated view connecting the exit and post-exit developments to later encounters is needed. This study points out that the crossing of paths may, or may not, give start to the re-establishment of business relations, depending on the re-encounter itself and the preceding steps. Moreover, it is suggested that these antecedents derive from individual, organizational, relationship, and network levels. Therefore a vertically integrated approach further explains the re-encounter outcomes. The aim is to capture dynamics behind re-encounter outcomes - categorized here as (1) refraining from future interaction, (2) retribution, (3) reactivation characterized by reframing, or (4) full reactivation of relationships and collaboration - to assist future research.