A Review and Analysis of Power Dynamics in Organizational Romances

Abstract

Anecdotal, case history, and field survey reports on organizational romances are reviewed to develop a theoretical framework of power dynamics in organizational romances. Internally, the relationship is viewed as an exchange relation among three domains of power; externally, the relationship is viewed as a coalition formation that may create instability in the work group. The limitations of the existing research and the implications for management intervention also are discussed.