The transaction‐relational continuum: conceptually elegant but empirically denied

Purpose – This paper aims to investigate the trend and/or paradigm shift to relationship marketing as a dominant framework that has shaped the way in which relationships are understood, and also to consider how the understanding of relationships can be improved. Design/methodology/approach – A case‐based study was conducted in order to examine issues concerning relationships. A series of constructs was elicited from the relationship marketing literature to be used as the basis for this study. Findings – Relationship development is explained by stages or state theory, whereby relationships develop over time or simply emerge. Confirmation is offered to the states theory, which suggests that relationships are relatively static and develop in less well‐defined ways. Research limitations/implications – This study is limited in scope, bounded by the context of the cases, which were limited to business‐to‐business suppliers of manufactured industrial goods. Practical implications – Managers should be cautious of attempting to tactically change relationships as in practice this is more challenging than continuum‐based models would imply. Originality/value – Continuum models imply that the process is one of tactical implementation rather than strategic redirection. This is not confirmed by the research, which provides an alternative model to understand and manage relationships.