Power, Machiavellian Behavior, and Trust in Strategic Supply Chain Partnerships: An Exploratory Empirical Study
Anja Kmetec, Matevž Obrecht, Sonja Mlaker KačAbstract
Background/Purpose
Strategic supply chain partnerships increasingly depend on the effective management of interorganizational relationships characterized by power asymmetries, behavioral dynamics, and trust. Although power, trust, and opportunistic behavior have been extensively studied, these constructs have largely been examined independently. This study addresses this gap by investigating the relationships among organizational power, Machiavellian behavior, and trust within strategic supply chain partnerships and by evaluating an integrated conceptual framework that combines structural, behavioral, and relational dimensions.
Methods
An exploratory quantitative research design was employed. Data were collected through an online survey administered to organizations operating within the supply chains of the Impol Group in Slovenia, Croatia, and Serbia. A total of 62 valid responses were analyzed. Reliability and validity of the measurement scales were assessed using Cronbach’s alpha, composite reliability, and average variance extracted. Descriptive statistics, correlation analysis, and simple linear regression were used to examine the relationships among the constructs.
Results
The findings indicate a positive relationship between organizational power and Machiavellian behavior, suggesting that organizations with greater bargaining power, stronger control over resources, and higher financial power are more likely to exhibit manipulative and opportunistic tendencies. Organizational power was also positively associated with trust. In contrast, Machiavellian behavior demonstrated no statistically significant relationship with trust. These results suggest that power may contribute not only to dependency and behavioral control but also to relationship stability and coordination within supply chains.
Conclusion
The study contributes to research on supply chain relationships by integrating power, Machiavellian behavior, and trust into a single framework. The findings suggest that trust in strategic partnerships is influenced more strongly by structural and relational factors than by opportunistic behavioral tendencies alone. The results provide valuable implications for managers seeking to strengthen collaboration, governance mechanisms, and long-term partnership performance within supply chains.