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A cursory review of behavioral ethics research reveals a growing interest in what scholars regularly refer to as the “dark side,” a genre of studies in which concepts that are generally regarded as positive and good are shown to be associated with some sort of negative or bad outcomes. We employ philosophical and institutional lenses to explain why any concept would have a dark side and why researchers would be drawn to it. We then take a social scientific point of view to consider how the dark side of various constructs is typically revealed. Finally, we discuss the implications of dark side research, paying particular attention to the negative implications (no irony intended) focusing on the dark side has for the practice of research and the practice of management.

This paper aims to propose mechanisms of the dark side of interorganizational relationships from a social psychological perspective. The purpose is to understand the role of boundary spanners’ social psychological processes that may trigger the dark side effects.

Multple mechanisms are developed through three social psychological theories, namely, social identity theory, system justification theory and social learning theory.

Boundary spanners’ social psychological processes can trigger the dark side of interorganizational relationships via mechanisms such as excessive cooperation, reification, system justification and path dependence in learning.

This paper concludes with a discussion that offers a new perspective on research on dark side effects and the managerial implications of the present analysis.

This paper contributes to the current literature by extending the interpersonal social psychological processes that could explain the dark side of interorganizational relationships. This paper is a step forward to answer the calls for multilevel considerations of the dark side effects and inspire future research on the role of social psychological processes in dark side effects.

This paper aims to study the dark side of cooperative buyer-seller relationships to improve our knowledge of this phenomenon.

A selective definition of dark side has been adopted, linking it to relationships of a cooperative nature within which one of the two partners assumes an opportunistic behavior. Taking into account this definition, the first part of the paper critically reviews those studies which have analyzed cooperative relations along the supply chain, drawing attention to the formation of a dark side. The second part of the paper re-examines the association between cooperation and opportunism, taking the point of view of the disadvantaged partner and adopting the networking perspective developed by the Industrial Marketing and Purchasing (IMP) Group.

The literature review enables one to identify two types of dark side. In the first case, the partner at a disadvantage is aware of what is going on, but remains trapped in the relationship because of a power imbalance and a strong dependence. In the second case, the relationship is spoilt by one partner keeping a secret from the other, exploiting an information asymmetry. The main constructs of the IMP approach have made possible to shed light on the two different types of dark side – trap and secret – that were examined from the perspective of the disadvantaged partner.

The analysis of the disadvantaged partner has made it possible to understand what strategies he can use to prevent or mitigate such a disadvantaged position.

The paper develops an original view of the phenomenon of dark side in cooperative relationships.

This paper aims to investigate how the emerging blockchain technology can tackle dark side or dysfunctional effects at different stages of the interorganizational relationship life cycle. The rationale for this study stems from the somewhat paradoxical causes of dysfunctional effects. In particular, concepts such as trust and cooperation that typically result in positive relationship outcomes may also lead to negative effects under certain conditions. This contradiction creates a governance headache for organizations in their quest for initiating, developing, maintaining and enhancing efficient interorganizational relationships.

The study draws upon multiple organizational theories (agency, signaling, transaction cost, population ecology, institutional) and develops a conceptual understanding of how blockchain can serve as a safeguard for tackling dark side effects in interorganizational relationships. Primarily, the paper outlines a set of research propositions that provides a platform for developing an actionable managerial decision framework. In addition, the authors conduct an automated textual analysis of qualitative blockchain expert opinion using the ALCESTE software and uncover salient themes about blockchain governance.

The blockchain ledger distributes trust among participants and keeps dark side effects at bay. Hence, blockchain can transform conventional approaches for handling dark side effects into value creating activities. The results of an automated textual analysis on a corpus of expert opinions provides preliminary support for several aspects of blockchain governance. Furthermore, the study articulates a decision framework that managers can use for optimal relationship governance and identifies several areas for future research.

This paper is conceptual in nature and draws upon multiple theoretical perspectives to outline a set of research propositions. Thus, lack of empirical testing is a current limitation. However, the findings from an automated textual analysis of expert opinions provide exploratory but encouraging support for the power of blockchain to tackle dark side effects.

Managers can deploy blockchain creatively while selecting interorganizational relationship partners. For example, provenance issues in organizations’ supply chains can be efficiently managed using blockchain. Likewise, organizations may also create efficient learning around blockchain to gain efficiencies in relationship management.

Conventional approaches for managing dark side effects in interorganizational relationships rely mainly on ex post governance strategies. By contrast, this paper supplements the extant approach by discussing ex ante strategies that can be deployed at different stages of the interorganizational relationship cycle, e.g. initiation, maintenance/development and termination to better address dark side effects.

The paper aims to consider the neglected area of customer relationship management (CRM) and customer management's “dark side”; and identify the key types of dark side behaviours of service providers as well as integrated approaches to CRM that will assist in overcoming dark side behaviour.

Based on an extensive literature review, supplemented by insights drawn from an on‐going longitudinal study of CRM, the authors develop a classification of dark side behaviour types.

The paper identifies ten forms of dark side behaviour that may be grouped into three broad categories based on means used and target. It illustrates how different types of dark side behaviours may be linked to the key strategic CRM processes.

The paper examines how these dark side practices may be addressed by adoption of a more enlightened approach to CRM.

The dysfunctional forms of CRM and customer management have been neglected as an area of research in marketing. The paper identifies and classifies service provider dark side practices and outlines how adoption of a more strategic approach to CRM can address dark side behaviours and move towards more enlightened marketing practices.

The purpose of this study is to demonstrate the lighter (entertainment and esthetic experiences) and darker sides (educational and escapist experiences) of dark tourism experiences. This study also examines the effect of lighter and darker sides of dark tourism experiences on functional and emotional value.

To investigate how and where visitors experience lighter and darker sides of dark tourism, the authors conducted in-depth interviews from visitors to the Korean demilitarized zone (DMZ). To demonstrate consequences of lighter and darker sides of dark tourism experiences on functional and emotional value, the authors collected field survey data. Taken together, the authors used mixed methods with exploratory sequential design.

Interviewees vividly described their entertainment (crossing the suspension bridge) and esthetic experiences (seeing a family of crane birds from a short distance) in the Korean DMZ. They also described educational (understanding the background of the civil war) and escapist experiences (limiting daily entries made them feel like they were entering a special place or even a foreign country). Survey results showed that educational and esthetic experiences increased emotional value, while educational and escapist experiences enhanced functional value of a tour of the Korean DMZ.

Previous research operationalized lighter and darker sides of dark tourism based on characteristics of dark tourism sites. Specifically, darker and lighter aspects of dark tourism were determined, depending on whether such sites are directly related to human death or not. However, the current study draws on tourist experiences to operationalize lighter and darker sides of dark tourism. While previous research focused on the supply side, this study shifts focus to the demand side, thereby advancing knowledge in hybrid dark tourism experiences.

本研究旨在通过娱乐和审美体验（相对于教育和逃避现实的体验）展示黑暗旅游的光明（相对于黑暗）的一面。除此, 本研究以到访频率和到访目的作调节变量, 分别探讨上述四个类别的黑色旅游体验、功能性或情感性价值和访客满意度的关系。

为了深入探究上述四个类别的黑色旅游体验的性质, 我们与韩国非军事区的访客进行了深入的访谈。我们收集了田野问卷数据来测试上述四个类别的黑色旅游体验、价值观和满意度。运用测量不变性测试和多组分析试验了到访频率和到访目的之调节变量。

受访者在韩国非军事区生动地描述他们的娱乐（走过吊桥）和审美经历（近距离观赏一群鹤鸟）。他们还描述了教育（解释了韩战的背景）和逃避现实的经历（每日入场人数限制让访客觉得他们正在进入一个特别的地方甚至是国外）。问卷结果显示了教育和审美经历引致了情感价值, 教育和逃避现实经历则引致功能价值。

先前的研究根据黑色旅游地点的特点, 对黑色旅游的光明面和黑暗面进行了展示。具体来说, 根据这些地点是否与人类死亡直接相关, 确定了黑暗旅游的光明及黑暗的方面。然而, 本研究利用旅游体验来定义黑色旅游的光明面和黑暗面。虽然之前的研究侧重于旅游供应方面, 但本研究将重点转移到需求方面, 从而推进了混合黑色旅游体验的知识发展。

El propósito de este estudio es demostrar el encendedor (entretenimiento y estética) experiencias) y los lados más oscuros (experiencias educativas y escapistas) de las experiencias de turismo oscuro. Este El estudio también examina el efecto de los lados más claros y más oscuros de las experiencias de turismo oscuro en funcional y valor emocional.

Para investigar cómo y dónde los visitantes experimentan más claro y más oscuro lados del turismo oscuro, los autores realizaron entrevistas en profundidad a visitantes del desmilitarizado coreano zona desmilitarizada (DMZ). Demostrar las consecuencias de los lados más claros y más oscuros de las experiencias de turismo oscuro en valor funcional y emocional, los autores recopilaron datos de encuestas de campo. En conjunto, los autores utilizaron métodos mixtos con diseño secuencial exploratorio.

Los entrevistados describieron vívidamente su entretenimiento (cruzar el puente colgante) y Experiencias estéticas (ver una familia de pájaros grulla desde una corta distancia) en la DMZ coreana. Ellos también describió experiencias educativas (comprendiendo los antecedentes de la guerra civil) y escapistas (limitar las entradas diarias les hizo sentir como si estuvieran entrando en un lugar especial o incluso en un país extranjero). Los resultados de la encuesta mostraron que las experiencias educativas y estéticas aumentaron el valor emocional, mientras que Las experiencias educativas y escapistas mejoraron el valor funcional de un recorrido por la DMZ coreana.

Investigaciones anteriores operacionalizaron los lados más claros y más oscuros del turismo oscuro con base en Características de los sitios de turismo oscuro. Específicamente, los aspectos más oscuros y más claros del turismo oscuro fueron determinado, dependiendo de si tales sitios están directamente relacionados con la muerte humana o no. sin embargo, el El estudio actual se basa en las experiencias turísticas para operacionalizar los lados más claros y más oscuros del turismo oscuro. Si bien la investigación anterior se centró en el lado de la oferta, este estudio cambia el enfoque hacia el lado de la demanda, por lo que avanzar en el conocimiento de experiencias híbridas de turismo oscuro.

Entrepreneurship is ubiquitous, but it is not unequivocally a human force for social and economic good. Critical perspectives of the entrepreneur, entrepreneurship, and entrepreneurial success (and failure) are evolving in the scholarly literature. Dark side theory has emerged as a language for critiquing the dominant narratives of entrepreneurship portrayed in scholarship, education, planning, policy, and other forms of practice. This chapter draws from dark side entrepreneurship theory, Baumolian entrepreneurship, and exemplars of counterculture to craft language for an emerging theory of misfit entrepreneurship, which consists of misfit entrepreneurs and alternative enterprises. Alternative enterprises and misfit entrepreneurs are conceptualized, and literary examples (i.e., Robin Hood and Song Jiang) and modern-day examples (i.e., Hacker groups) are supplied. The unique actions and impacts of misfit entrepreneurs and alternative enterprises are offered for discussion. This new theory of misfit entrepreneurship leaves readers with exploratory questions that enhance critical perspectives and modern understandings of entrepreneurship today.

The role of dark side personality characteristics in the workplace has received increasing attention in the organizational sciences and from leadership researchers in particular. We provide a review of this area, mapping out the key frameworks for assessing the dark side. We pay particular attention to the roles that the dark side plays in leadership processes and career dynamics, with special attention given to destructive leadership. Further, we examine the role that stress plays in the emergence of leaders and how the dark side plays into that process. We additionally provide discussion of the possible roles that leaders can play in producing stress experiences for their followers. We finally illustrate a dynamic model of the interplay of dark leadership, social relationships, and stress in managerial derailment. Throughout, we emphasize a functionalist account of these personality characteristics, placing particular focus on the motives and emotional capabilities of the individuals under discussion.

The extant service ecosystem literature rarely addresses the dark side of actors’ agency, which hinders further development of the service-dominant (S-D) logic, particularly with regard to understanding service ecosystem dynamics. Therefore, the purpose of this paper is to delineate the dark-side facets of actors’ agency that adversely affect actor-to-actor relationships and resource integration, in the context of shaping service ecosystems.

With abductive reasoning, this study seeks to reorient results from prior literature in accordance with empirical findings. The empirical data pertain to 21 firms in Finland, New Zealand, Singapore and Sweden, representing various industries, sizes, international reach, technologies, ownership forms and histories.

The dark side of agency emerges as an actor’s deliberate attempts to influence a service ecosystem to achieve self-interested benefits, despite understanding that these actions inhibit other actors from providing service and can be detrimental to other actors and the ecosystem. The findings also reveal three facets of the dark side: conflict, ambiguity and opportunism. The process of shaping service ecosystems is prone to systematic conflict, ambiguous and opportunistic behaviours occurring between the focal actors’ ecosystem and other ecosystems vying for the same set of resources.

This study advances the S-D logic by addressing the crucial role of agency in a dialectical relationship with institutions and structures. Service-for-service exchanges can take place in asymmetric, ambiguous, opportunistic situations driven by self-interested motives.

Processes aimed at shaping service ecosystems can demonstrate the dark sides of actors’ agency, related to conflict, ambiguity or opportunism. Managers interested in shaping strategies should be prepared for this outcome.

A service ecosystem perspective requires policy makers and regulators to reconsider their role in shaping processes. No “invisible hand” guides markets to equilibrium, so they should be more proactive in shaping ecosystems, rather than merely fixing market failures.

This research offers the first S-D logic-based investigation into the dark side of actors’ agency in shaping service ecosystems.