Key points are not available for this paper at this time.
March 1977, volume 22 A model of the dynamics of organizational romance is important because organizations are a natural environment for the emergence of romantic relationships. Their emergence is feared and these fears influence decisions about the acceptability of women in organizations. The frequency of such relationships is likely to increase with more women in the workforce. Little is known about the phenomenon in general. Qualitative data from interviews with third parties and numerical data from a questionnaire are used to delineate the types and varieties of behavior associated with the formation, impact, and management of organizational romance. Factors in the formation of romantic relationships are proximity, motives, and characteristics of the work group or setting. Visibility of the relationship, behavior changes by participants, the reactions of members, and overall changes in the system are delineated as elements in understanding the impact of organizational romance. In considering the management of romantic relationships, three types of behavior are identified: no action, punitive actions, and positive actions. The impact of organizational romance is discussed in terms of Weberian assumptions and beliefs, exchange theory, personal costs, and social equity.*
Robert E. Quinn (Tue,) studied this question.