On the Duality of Business-to-Business Relationships’ Sudden Endings

Abstract

<div><div><p>This chapter explores the potential of a duality lens in understanding sudden endings of B2B relationships. While duality thinking is gaining ground in management studies, it remains underutilised in B2B marketing. We propose an alternative view that sees stabilising and changing processes as interdependent, embracing a ‘both–and’ perspective. Drawing on a becoming ontology, we move beyond linear and dualistic reasoning to conceptualise B2B relationships as nested, evolving interaction processes.<br></p><p>Sudden endings, often unplanned and emotionally charged, are typically seen as abrupt breaks. However, we argue they also involve continuity, such as enduring personal ties or organisational routines. A duality lens helps uncover these hidden stabilising elements and highlights the interplay of micro-level actions, contradictions, and structures. We emphasise the value of longitudinal, multi-actor, and multimodal data, capturing this complexity. Ultimately, we advocate for a multidisciplinary, processual approach that reveals how endings are not only just ruptures but also sites of reconfiguration and persistence.</p><p><br></p></div></div>