Which of the following is an example of the dark side of interpersonal relationships?

Written expressly for undergraduate courses, An Introduction to the Dark Side of Interpersonal Communication provides students with a comprehensive yet approachable introduction to the nature, functions, antecedents, and outcomes of dark side events and behaviors in close relationships. The book features a balance of relatable examples and academic, theoretical, research-based approaches to help students thoughtfully and critically consider interpersonal processes and their impacts on relationships and communication.

After a general introduction to the dark side perspective, the book discusses a number of events-and potential responses-that can arise within interpersonal relationships, including relationship transgressions such as hurtful communication, jealousy, deception, infidelity, aggression and violence, stalking, teasing, destructive conflict, and more. Students learn about the vital role of communication in these instances and how, in select cases, constructive communication practices can mitigate the incidences and the effects of dark side events in interpersonal relationships. Chapter introductions, vignettes, discussion questions, and theoretical considerations enhance the student learning experience and provide ample opportunities for in-class dialogue and critical thought.

An Introduction to the Dark Side of Interpersonal Communication is an innovative and insightful textbook well suited for undergraduate courses in communication.

1. J.H. Dyer, P. Kale and H. Singh, “When to Ally and When to Acquire,” Harvard Business Review 82 [July–August 2004]: 109–115.

2. P.W. Beamish, “The Characteristics of Joint Ventures in Developed and Developing Countries,” Columbia Journal of World Business 20, no. 3 [1985]: 13–19; J.P. Killing, “Understanding Alliances: The Role of Task and Organizational Complexity,” in “Cooperative Strategies in International Business,” eds., F.J. Contractor and P. Lorange [Lexington, Massachusetts: Lexington Books, 1988], 55–68; B. Kogut, “Joint Ventures: Theoretical and Empirical Perspectives,” Strategic Management Journal 9 [1988]: 319–332; S.H. Park and G.R. Ungson, “The Effect of National Culture, Organizational Complementarity, and Economic Motivation on Joint Venture Dissolution,” Academy of Management Journal 40 [1997]: 270–307; and A. Stuckey, “Vertical Integration and Joint Ventures in the Aluminum Industry” [Cambridge: Harvard University Press, 1983].

3. R.H. Ephross and T.V. Vassil, “The Rediscovery of Real World Groups,” in “Social Work With Groups: Expanding Horizons” [Binghamton, New York: Haworth Press, 1993].

4. K. Grayson and T. Ambler, “The Dark Side of Long-Term Relationships in Marketing Services,” Journal of Marketing Research 36 [February 1999]: 132–141; and C. Moorman, G. Zaltman and R. Deshpandé, “Relationships Between Providers and Users of Market Research: The Dynamics of Trust Within and Between Organizations,” Journal of Marketing Research 29 [August 1992]: 314–329.

5. A.C. Inkpen and W.B. Paul, “Knowledge, Bargaining Power, and the Instability of International Joint Ventures,” Academy of Management Review 22, no. 1 [1997]: 177–202.

6. O.E. Williamson, “The Mechanisms of Governance” [New York: Oxford University Press, 1996]; and B. Klein, “Why Hold-Ups Occur: The Self-Enforcing Range of Contractual Relationships,” Economic Inquiry 34 [July 1996]: 444–463.

7. J.D. Hibbard, N.Kumar and L.W. Stern, “Examining the Impact of Destructive Acts in Marketing Channel Relationships,” Journal of Marketing Research 38, no. 1 [2001]: 45–61.

8. J.B. Heide and G. John, “The Role of Dependence Balancing in Safeguarding Transaction-Specific Assets in Conventional Channels,” Journal of Marketing 52 [January 1988]: 20–35.

9. J. Neuville, “La Stratégie de la Confiance: Le Partenariat Industriel Observé Depuis le Fournisseur,” Sociologie du Travail 20, no. 3 [1997]: 297–319.

10. G. Soda and A.Usai, “The Dark Side of Dense Networks: From Embeddedness to Indebtedness,” in “Interfirm Networks: Organization and Industrial Competitiveness,” ed. A. Grandori [London: Routledge, 1999], 276–302.

11. W. Reinartz and V. Kumar, “On the Profitability of Long-Life Customers in a Noncontractual Setting: An Empirical Investigation and Implications for Marketing,” Journal of Marketing 64, no. 4 [October 2000]: 17–35.

12. T.K. Das and B.S. Teng, “Instabilities of Strategic Alliances: An Internal Tensions Perspective,” Organization Science 11, no. 1 [2000]: 77–101.

13. E. Anderson and T.S. Robertson, “Inducing Multi-Line Salespeople to Adopt House Brands,” Journal of Marketing 59 [April 1995]: 16–31.

14. S.D. Jap, “‘Pie-Expansion’ Efforts: Collaboration Processes in Buyer-Supplier Relationships,” Journal of Marketing Research 36, no. 4 [1999]: 461–475.

15. Ibid.

16. S.D. Jap and E. Anderson, “Safeguarding Interorganizational Performance and Continuity Under Ex Post Opportunism,” Management Science 49, no. 12 [2003]: 1684–1701.

17. Ibid.

18. B. Klein, “The Economics of Franchise Contracts,” Journal of Corporate Finance 2, no. 1 [1995]: 9–37.

19. Jap and Anderson, “Safeguarding Interorganizational Performance.”

20. B. Klein, “Vertical Integration as Organizational Ownership: The Fisher Body-General Motors Relationship Revisited,” Journal of Law, Economics, and Organization 4, no.1 [1988]: 199–213; and B. Klein, R.G. Crawford and A.A. Alchian, “Vertical Integration, Appropriable Rents, and the Competitive Contracting Process,” Journal of Law and Economics 21 [October 1978]: 297–326.

21. J.C. Anderson, “Relationships in Business Markets: Exchange Episodes, Value Creation, and Their Empirical Assessment,” Journal of the Academy of Marketing Science, 23, no. 4 [1995]: 346–50.

22. S.D. Jap, “The Strategic Role of the Salesforce in Developing Customer Satisfaction Across the Relationship Lifecycle,” Journal of Personal Selling and Sales Management 21, no. 2 [2001]: 95–108 [special issue on strategic issues in salesforce management].

23. R. Gulati and M. Gargiulo, “Where Do Interorganizational Networks Come From?” American Journal of Sociology 104, no. 5 [1999]: 177–231.

What is the dark side of relationships?

The dark side of interpersonal communication generally refers to communication that results in negative outcomes. Some types of communication that are considered to be on the “dark side” are: verbal aggression, deception, psychological abuse, bullying, and infidelity, to name a few.

What are the 4 types of interpersonal relationships?

There are four basic categories of interpersonal relationships: family, friends, romantic partners, and colleagues.

What are the 3 example of interpersonal?

Typical examples of interpersonal skills include empathy, active listening, and emotional intelligence. Interpersonal skills permeate all areas of life and are equally important in both personal and professional interactions.

What is an example of an interpersonal relationship?

Interpersonal relationships can include your partner, loved ones, close friends, acquaintances, co-workers, and many others who make up the social connections in your life.

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