Mindful management of relationships during periods of crises: A model of trust, doubt and relational adjustments

Abstract

This paper identifies practices of business-to-business relationship management that lead to building resilience during crisis. Business relationships play a significant role when firms face turbulence and disruption. Crises create resource limitations that businesses need to manage by the rapid formation of new relationships to access resources and build adequate capabilities. Mindfully managing such relationships requires a combination of trust, doubt and control mechanisms to enable exchange while safeguarding against relational vulnerabilities. Drawing on data from 33 firms operating within highly turbulent and uncertain environments, and crisis management literature, we apply the concept of mindfulness and introduce a model of mindful management of relationships as a process that combines the cognitive and behavioural capabilities of trusting, doubting, verifying, and adjusting relational exposure. This process enables a rapid acquisition of resources and building capabilities while enabling businesses dealing with issues before relational failure manifests. The mindful process supports ongoing and highly interactive relationships that adjust to changing circumstances fostering collaboration to deal with crises. Results encourage managers to rapidly develop relationships and trust new partners, whilst practicing suspicious thinking, enacting continuous interaction, empowering experienced boundary personnel, enabling frequent informal communication, and supporting the development of diverse social bonds.