Machiavellianism in alliance partnerships

Musarra, Giuseppe, Robson, Matthew J. ORCID: https://orcid.org/0000-0001-8642-9980 and Katsikeas, Constantine S. 2023. Machiavellianism in alliance partnerships. Journal of Marketing 87 (2) , pp. 168-189.

Preview

PDF - Published Version Available under License Creative Commons Attribution Non-commercial. Download (857kB) | Preview

Abstract

Against a backdrop of limited research focusing on dark-side characteristics in alliances, the authors argue that Machiavellianism in the alliance influences strategies pertaining to learning new knowledge and using power to achieve better performance effectiveness. They develop a model using theories-in-use procedures and drawing from both Machiavellian intelligence and achievement goal perspectives, which they test in a quasi-longitudinal study of 199 marketing alliances. The results suggest that Machiavellianism relates negatively to collaborative learning and positively to learning anxiety and use of power. The findings also indicate that collaborative learning enhances performance while learning anxiety and use of power result in underperformance. Collaborative learning, learning anxiety, and use of power fully mediate Machiavellianism’s impact on performance. Finally, Machiavellianism’s relationships with collaborative learning and learning anxiety are moderated positively and negatively, respectively, by partners’ collaborative history. This evidence provides managers with a more in-depth understanding about the nature, functioning, and performance relevance of Machiavellianism in alliance partnerships.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > HF Commerce
Publisher:	SAGE Publications
ISSN:	0022-2429
Date of First Compliant Deposit:	25 April 2022
Date of Acceptance:	23 April 2022
Last Modified:	15 Apr 2024 15:20
URI:	https://orca.cardiff.ac.uk/id/eprint/149336

Actions (repository staff only)

Edit Item