Purpose-The effect of personality traits on impulse purchase is not well understood. The purpose of this paper is to investigate how two such traits, shyness and sociability, impact on impulse buying tendency. Understanding drivers of impulse purchase, a significant source of retail sales, is important to succeed in the challenging environment that store-based retailers face. Design/methodology/approach-A customer intercept approach was taken to collect 194 responses from two locations in a busy city centre shopping street in Dublin, Ireland, and the hypotheses were tested using covariance-based structural equation modelling. Findings-Sociability has a significant positive effect on both affective and cognitive impulse buying tendencies whereas shyness has a positive effect on cognitive impulse buying tendencies only. Age was found to be a significant moderator of these effects. Research limitations/implications-This study uses an in vivo street-intercept approach and hence the results may differ for other data collection approaches. The lack of discriminant validity of the sub-scales for impulse buying tendencies has implications for future research. Practical implications-The findings suggest that retailers should factor customers' psychological traits into their decision making. Individuals with high levels of sociability and shyness are prone to buying on impulse but in different ways. Younger people are more likely to exhibit these behaviours. Originality/value-This paper meets a need for research on how customers' traits affect their impulse purchase tendencies, and offers retailers advice on how to attract and serve customers with these traits.

This paper contributes to the strategic alliance literature by undertaking a literature review of the burgeoning strategic alliance literature published in the last three decades in the mainstream management journals to fulfil two primary objectives. First, to bring a coherent structure into the fairly vast and growing alliance literature and second, to serve as a medium for a holistic understanding of the major life stages of strategic alliances. This is done by first dividing the alliance literature into three distinct yet related alliance life stages namely the pre-alliance stage, alliance formation stage and the alliance management and performance stage, and then by discussing in detail the three alliance stages individually. The paper would be useful for academics as well as practitioners looking to get a holistic understanding of strategic alliances and its three distinct yet related life stages and the key research papers which have been published focussing on each of these alliance stages.

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