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The purpose of this paper is to identify key developmental relationships for career‐spanning success and to examine relational models and support expectations associated with these relationships. The paper creates propositions associating developer‐protégé schema congruence and incongruence to relevant outcome variables.

Study 1 employed qualitative coding of developers identified in 77 hall of famer induction speeches and Study 2 used a cross‐industry survey of 425 respondents to assess the relational model and support expectations associated with the seven most highly‐cited developer roles from Study 1.

Study 1 identified these highly‐cited developer roles as a CEO, manager, work teammate, friend, spouse, parent, and unmet hero/idol. Study 2 described the expected relational models associated with these roles and found significant differences in the relational model and support expectations associated across roles.

While study 1 focused on a primarily male sample using retrospective data, it generalized and extended previous research on key developer roles for extraordinary career achievement. Based on the key findings from study 1, study 2 surveyed respondents regarding developer role expectations rather than expectations of particular developer‐protégé relationships.

These findings identify how and with whom protégés should consider initiating and fostering key developmental relationships to enhance their networks while broadening and deepening organizations' understanding of the importance of their members having a variety of organizational and non‐organizational developers.

These findings challenge the notion that developer‐protégé relationships fit a “one size fits all” reciprocal exchange motif as it is the first study to explore expectations associated with key developer relationships using relational models theory.

The purpose of this paper is to investigate the employees’ identities shift in Ukraine based on the relational model theory. The paper concentrates on the role which culture and history play in the use of relational models in firms on different organizational levels.

The proposed hypotheses were tested by multivariate analysis of variance and covariance tests with the data from 99 surveys of Ukrainian firms describing 219 intraorganizational relationships.

The results showed that culture and history play a significant role for the preference of a certain relational model. Position in the organization and gender influence the choice of the relational model.

The sample of only Ukrainian employees restricts generalizability of the results. This study applies relational models theory in business domain and provides an alternative explanation of employees’ identities shift due to cultural differences and ideological past. Relational models are investigated on different organizational levels shedding light on models of relationships employees prefer in different settings.

Managers working in international settings should pay more attention to patterns of relationships in the target country since they are not freely chosen but partially predestined by the cultural background and the historical and ideological past. Relationships in firms are path dependent, whereby employees inherit models from their peers to apply them to their subordinates. Ukrainian female and male employees have different preferences concerning relational models.

This study is unique in that it applies an anthropological theory to relationships on different organizational levels and tests it in a business domain of a country in an ideological transition.

The authors apply Alan P. Fiske's relational models framework to customers' engagement with service firms – specifically, they propose that customers who hold different relational models for the service firm are likely to engage with the firm in dissimilar ways, thus generating different types of customer engagement value for the firm. Fiske's relational models framework is eminently suitable for studying customer-service firm engagement because it is widely adopted in the social sciences as a rigorously developed framework for conceptualizing social interactions.

The article bridges Fiske's relational models framework and Kumar et al.'s customer engagement value framework, and conceptually demonstrates that customers employing different relational models for the service firm are likely to generate different types of customer engagement value for the firm.

The article demonstrates conceptually that customers' relational models, schemata, and scripts influence how consumers engage with the firm and the type of customer engagement value accruing to the firm.

This research has implications for service firms' relationship strategies. First, service marketers can determine the desired customer engagement value(s) and then craft their customer relationship strategy so that it maximizes those engagement value(s). The article suggests relationship strategies that service firms may implement for encouraging customers to adopt different relational models.

No research has bridged relational models theories and customer engagement value theories.

The purpose of this paper is to address a particular tension in arts marketing, that is, the ongoing search for balance between achieving artistic excellence and financial stability, while keeping work accessible and satisfying a range of stakeholders, public and private.

Using Fiske’s (1992) relational models theory as a framework to categorize different modes of exchange between a sponsor and an arts organization, this paper focusses on the varied nature of interactions between parties.

Drawing on data from a longitudinal case study, the authors evaluate the many opportunities and risks associated with sponsorship arrangements and to explore how these become manifest and potentially resolved within the relational structure over time. Moreover, the authors examine how an arts marketer can employ particular relational models of exchange to mitigate the risks of another model which is operational within the sponsorship.

The aim of this paper is to consider the variety of exchange ongoing in long-term sponsorship arrangements, and in using Fiske’s RM theory, to identify the risk and opportunities associated with these exchanges. The case study examined here is, of course, idiosyncratic in terms of people, time and place. However, what is general, and what the authors wish to draw attention to, is how managers can employ different models of exchange to mitigate risks arising out of the dominance of any one model in the sponsorship relationship.

For executives involved in the management of sponsorship relationships, a rich understanding of their risks and opportunities is important. For example, rather than assuming that market-based considerations or social bonds to be either wholly positive or negative, in this paper the authors have demonstrated that each can have an important role in the dynamic of sponsorship relationships. Therefore, for example, while strong social bonds will mitigate the risks of market-based mechanisms, the risks of social bonds themselves can be balanced through appropriate intermittent recourse to market-based mechanisms. In any specific sponsorship arrangement it will become a matter of balance, and a development of understanding of the role of market, hierarchical, reciprocal and communal dimensions associated with long-term relationships.

In this regard, the authors offer six propositions, which capture the mitigation and enhancement of risks and opportunities, respectively, as well as considerations for relationship dynamics arising from the analysis.

This paper aims to advance interfirm relationship (IR) research by applying a theoretically based typology in IR settings and empirically investigating the association of information technology (IT) and relational reciprocity with IR types.

This study draws on Fiske's relational models theory to conceptualize an IR typology. In a business service context, a questionnaire was administered and IR types modeled via a multivariate logistic regression with IT pervasiveness, IT customization, reciprocity and embeddedness as predicting variables.

The IR typology comprises communal sharing, authority ranking, equality matching, and market pricing types. The authors find that reciprocity is more likely to associate with an equality‐matching relationship and a communal sharing relationship than with a market‐pricing relationship. Pervasive use of IT fosters an equality‐matching IR, but IT‐enabled customization distances an IR from an equality‐matching relationship.

A theoretical implication flows from the innovative application of Fiske's relational models theory to a context of business interactions and investigation of IT in association with IR types. The affirming findings empirically validate the IR typology and offer a new perspective in studying IR structures. This research also exemplifies the theoretical value and great potentials for further exploration of the theory in IR research.

The IR typology equips marketing managers with a useful tool in comprehending the intricate IRs and developing appropriate strategies for effective IR management. In designing IT use in IR interactions, both the scope and specific function of IT should be considered in order to ensure that all aspects affect consistently. Managers may encourage reciprocal exchange in shifting an IR away from a calculating relationship but consider intensive IT to foster an IR emphasizing balance and correspondence.

The novelty of this paper lies in the innovative application of Fiske's relational forms in IR settings and the empirical examination of the IT‐IR structure association. The IR typology advances IR research by offering a theoretically compelling and practically advantageous framework in studying IR structure, and the examination of IT‐IR associations brings to light the significance of IT in IR structures, which has been largely under‐explored.

Understanding employee knowledge hiding behavior can serve organizations in better implementing knowledge management practices. The purpose of this study is to investigate how personality and work climate influence knowledge hiding, by examining the respective roles of openness to experience and relational (specifically, communal sharing and market pricing) climates.

Multilevel modeling was used with two distinct samples, one from Vietnam with 119 employees in 20 teams and one from The Netherlands with 136 employees in 32 teams.

In both samples, the hypothesized direct relationship between openness and knowledge hiding was not found. In the Vietnamese sample, only the moderating effect of market pricing climate was confirmed; in the Dutch sample, only the moderating effect of communal sharing climate was confirmed. The findings of the Vietnamese sample suggest that people with a high sense of openness to experience hide knowledge less under low market pricing climate. In the Dutch sample, people with high openness to experience hide knowledge less under high communal sharing climate. The authors conclude that, in comparison with personality, climate plays a stronger role in predicting knowledge hiding behavior.

Small sample size and self-reported data might limit the generalizability of this study’s results.

The paper highlights how organizational context (relational climate) needs to be taken into account in predicting how personality (openness to experience) affects knowledge hiding.

This paper contributes to a better understanding of the knowledge hiding construct by extending the set of known antecedents and exploring the organizational context in which such phenomena happen.

This paper revisits old questions of the proper subject and bounds of economics: does economics study “provisioning”? or markets? or a method of reasoning, self‐interested rational optimization?

A variety of scholars and others in many fields make use of a taxonomy of society consisting of three “spheres”: markets, governments, and communities. It is argued here that this tripartite taxonomy of society is fundamental and exhaustive. A variety of ways of understanding this taxonomy are explored, especially Fiske's (1991, 2004) “Relational models theory.” Then – after communities and their products, social goods, are defined more thoroughly – a visual model of interactions among the three spheres is presented.

The model is first used briefly to understand the historical development of markets. The model is then applied to understanding how economic thinking and market ideology, including the notion of social capital, can be destructive of communities and their production of social goods (and their production of social capital as well).

It is not possible to measure these effects monetarily, so calculating precisely “how this affects results” in a standard economic model is impossible.

Nevertheless we could better prepare students for real‐world analysis, and better serve our clients, including the public, if – whenever relevant, such as in textbook introductions and in benefit/cost analyses – we made them aware of the limitations of economic analysis with respect to communities and social goods.

The three‐spheres model offered here, based on Fiske's “Relational models theory,” facilitates this awareness.

A dark side of global mobility is that many immigrants have negative work outcomes. Studies have analyzed the antecedents to poor work outcomes from the immigrants’ point of view or from that of host country nationals. The purpose of this paper is to propose a relational model, which applies terror management theory to address how the economic mobility beliefs of immigrants and host country nationals interact and how these different combinations of beliefs affect the self-esteem of immigrants.

This theoretical model considers the impact of the social interactions between immigrants and host country nationals when immigrants’ mortality is salient.

In hostile environments that make immigrants’ mortality salient, lack of confirmation of immigrants’ beliefs about economic mobility from host country nationals can lead to a decrease in immigrants’ self-esteem and therefore to negative work outcomes.

As the number of immigrants grows, so do concerns about their ability to contribute to the economy. Lack of confirmation of their beliefs in a context in which their mortality is salient, is likely to lead to lower self-esteem and perhaps other negative outcomes.

This paper is the first, to the authors’ knowledge, to use terror management theory to advance our understanding of the outcome of a lack of confirmation from host country nationals of immigrants’ beliefs on economic mobility under conditions of mortality salience.

The purpose of this paper is to illustrate how a financial fraud which originates as an affinity fraud can utilise the interpersonal trust, which is a central feature of an affinity fraud, to move the fraud into situations such as organizational markets, where personal relationships are much less dominant.

Sources of information consisted of scholarly articles and articles retrieved from the web.

The trust which develops naturally between members of a community with common interests can be exploited by a fraudster who is, or purports to be, a member of that community. This trust can then be used as the basis of creating trust within other types of relationships – especially where some people are active in more than one relationship – where personal relationships play a minor role.

Both individuals and organizations when making investments should regularly formally evaluate their relationship with the organization in whom they are investing; constantly evaluate alternative relationship opportunities; and, calculate how divergent the partner's behaviour can be from the expected before dissolving the relationship.

This paper, by utilizing Fiske's Relational Models Theory, argues that trust that has been developed in a communal situation can be used to build up a momentum of trust. This enables the perpetrator of a fraud to extend the fraud into situations where different types (and possibly impersonal) relationships operate.

Using social relations theory, we argue that entrepreneurship ecosystems must also include relationships such as market pricing, equality matching, authority ranking and communal sharing to be successful and thrive.

We theorize using Fiske’s typology that a successful entrepreneurial system must have certain characteristics to be successful.

In doing so, we suggest an alternative perspective of the role of exchange relationships in ecosystems which considers both the geographic context and social relationships as equally important ecosystem components. Our contributions include (1) exposing social processes as the explanatory mechanism for exchanges instead of solely market forces, (2) illustrating the role of regional cultural differences in exchanges and (3) emphasizing how entrepreneurs can better realize ecosystem benefits through understanding the methods of exchange in these ecosystems.

Social relationships include a wide variety of different types of resources and exchange mechanisms, so by their inclusion into the entrepreneurship ecosystem literature, a more complete view of ecosystems is possible.