Purpose: The focus of the present research is to ascertain reasons for potential conflict between co-marketing alliance partners and means of managing the relationship more effectively. Specifically, the investigation seeks to identify antecedents of conflict in co-marketing alliances from a strategic perspective. Methodology/Approach: To test the study hypotheses, the authors surveyed 178 executives in the credit card industry in South Korea. The Korean market was used because of the extreme popularity of credit card usage in that country. Findings: The empirical findings provide some support for the idea that strategic management of conflict should be of importance to co-marketing alliance partners. Originality/Value/Contribution: As industries experience declines in profitability, co-marketing alliances have become a popular means for firms in efforts to increase sales and profitability in maturing industries. Because these alliances are interdependent and the goals or interests of both partners can differ, conflict is likely to be experienced between the alliance members. Notwithstanding this likelihood, there are still very few studies that provide comprehensive examination regarding which cognitive factors are associated with conflict in co-marketing alliances. This investigation adds to that growing body of knowledge.
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