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.
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Lisa A. Mainiero (1986) studied this question.
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