Doing Relationship Work: A Theory of Change in Consumer–Brand Relationships
基于关系悖论提出新理论，通过26名消费者的深度纵向访谈，揭示四种关系张力及七种消费者应对行动，解释消费者如何随时间推进或削弱品牌关系。
Abstract This article proposes a novel theory, based on relational paradoxes, to explain how consumers enable or disable their relationships with brands over time. Analysis of data from in-depth, longitudinal interviews with 26 consumers reveals four relational tensions and seven actions that consumers take in response to these tensions, thus affecting the course and character of their brand relationships. Four consumer actions enable the consumer–brand relationship by creating patterns of relationship change based on equilibrium or transformation; three actions disable the relationship via patterns of vicious cycles or conflict. Overall, consumers do relationship work as they act to navigate tensions, thereby creating, maintaining, changing, and terminating their brand relationships. This research has implications for current theory on brand relationship templates, dysfunctional brand relationships, and customer relationship management.