Doing Relationship Work

A Theory of Change in Consumer-Brand Relationships

Bibliographic Data

ID2237003
AuthorsClaudio Alvarez (0000-0002-7152-4894, corresponding author), Danielle J Brick (0000-0002-1553-0034), Susan Fournier (0000-0002-1611-0744)
EditorsLisa Leimar Price (0000-0002-1746-3066), Linda L Price, Hope Jensen Schau (0000-0002-8408-6205)
Year2021
Volume48
Issue4
Pages610-632
Publication date2021-12-31
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueJournal of Consumer Research (JOURNAL)
Journal identifiersISSN: 0093-5301 • E-ISSN: 1537-5277
PublisherOxford University Press (PUBLISHER • GB)
DOI10.1093/jcr/ucab022
OpenAlexW3168388903
LanguageEN
Citations received3
References cited61

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

Advertising · Brand management · Brand relationship · Business · Consumer behaviour · Customer Relationship Management · Dysfunctional family · Consumer Behavior in Brand Consumption and Identification · Customer Service Quality and Loyalty · Marketing · Psychology · Psychology of Social Influence

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