Inactivity and the dynamics of relationship development: a proposed model

Much of the relationship development literature assumes that business relationships evolve along a standard path that often ends in failure. However, this overly restrictive assumption ignores that firms can reactivate dormant relationships. To relax this assumption, we focus on this dormant stage and posit that it reflects either naturally occurring pauses or consecutive shifts – first divergent and then convergent – in partnering needs. Ultimately, we proffer an inactivity-inclusive model that augments current dynamic process models and may help firms to manage all their relationships, active and inactive.