Machiavellianism in Alliance Partnerships

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