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The purpose of this study is to classify and analyze the impact of antecedents studied in the extant literature on two levels of SME alliance performance – alliance-level and firm-level.

Using online databases and the bibliography section of the selected articles, 45 peer-reviewed studies specifically analyzing the impact of antecedents on the performance of SME alliances at the two levels were studied to gain insights.

The study differentiates between the impact of antecedents on the two levels of SME alliance performance, alliance-level and firm-level, and finds that certain antecedents, such as absorptive capacity, corporate entrepreneurship, control, network dimensions, partner opportunism and partner reputation, have a peculiar impact on a single level while other antecedents such as trust, commitment and cooperation, have an influence on performance at both levels. Also, the impact of these antecedents is hypothesized to be weak or strong, depending upon the results obtained by the papers in the review.

In a first-of-its-kind approach, the paper provides a conceptual insight into the differentiating impact of antecedents on SME alliance performance at both levels, as opposed to the unitary analysis approach used in the extant literature. The model provided by the study can be used by researchers to gain a systematic understanding of how alliance outcomes are affected.

While the extant literature remains largely ambiguous on the role of antecedents causing variance in SME alliance outcomes, this paper serves to bridge this gap and enhance the understanding of practitioners by systematically analyzing how specific antecedents affect SME alliance performance at both levels.

As opposed to the unitary approach used in the extant literature, which does not differentiate between the two levels of SME alliance performance, this paper arranges and categorizes these studies based on the level at which alliance performance has been analyzed. Furthermore, the paper identifies the impact of antecedents at each level, thereby providing pioneering insights on understanding SME alliance outcomes.

This study aims to investigate the role of interfirm alliances in the form of resource sharing in influencing the access to finance of small- and medium-sized enterprises (SMEs) in Malaysia. Further, the effect of different forms of resource sharing – tangible and intangible – is also studied.

Survey questionnaire was distributed to 456 SMEs in the manufacturing sector and a total of 146 responses were gathered. However, out of these, only 88 responses could be used as only these SMEs had alliances with large firms. Investigation into the relationship between interfirm alliances and SME access to finance was carried out using structural equation modeling – partial least squares.

It is found that interfirm alliances play a significant positive role in influencing SME access to finance. As interfirm alliances are measured as the extent of resource sharing, further analysis is carried out on the different forms of resource sharing, i.e. tangible and intangible. Tangible resource (asset and cost) sharing significantly influences SME access to finance but intangible resource (knowledge and information) sharing does not.

This study contributes to the understanding of the effects of interfirm alliances on the financing of SMEs. So far, most studies have only focused on the management and technological gains of interfirm alliances. Therefore, this study contributes significantly to literature on resource sharing among firms.

Although the benefits of strategic alliances are well documented, whether strategic alliances can be a viable entry strategy option for small and medium‐size enterprises (SMEs) to successfully penetrate markets held by major incumbent suppliers is less clear. In this paper, strategic alliances are shown to be an effective entry‐cum‐deterrence strategy for SMEs to successfully penetrate markets that are well established and dominated by major corporations. In addition, the conditions under which SMEs can use strategic alliances as an entry strategy without restricting themselves to target only those markets ignored by bigger firms are identified. In terms of methodology, this paper follows a deductive approach – one based on game theory, to examine explicitly the reactions of bigger firms to the entry of SMEs into their markets, specifically taking into account the resource limitations faced by SMEs. To verify that the theoretical arguments presented are consistent with practice, two cases of the use of strategic alliances by SMEs as an entry strategy to penetrate markets dominated by major corporations are examined. The practices and experiences of these SMEs were found to be consistent with the theoretical arguments presented here.

This paper aims to fill a gap in the authors’ understanding of alliance-level and the partner-level alliance performance by analysing the influence of behavioural factors for alliances formed by SMEs. Prior studies on the topic have arrived at inconclusive results. This study plugs gaps in prior studies' approach such as deployment of inconsistent performance measures, and omission of contingent factors.

The survey method was used to collect responses about 86 alliances of Indian SMEs. The data were analysed using PLS-SEM technique.

Two relationship capital variables – Trust and Commitment – were found to have differential influence on the two levels of SME alliance performance, and their influence was mediated by the presence of two exchange climate variables – Communication and Conflict.

Since the study employs perceptual measures of performance, it is subject to the limitations of these measures. Similarly, given the relatively small sample size on which analyses were based, the results may need to be replicated in order to generalize the findings.

The study tested a comprehensive model for alliance and partner performance in the context of SMEs. The study's results may be particularly useful to managers of SMEs for focusing on the key factors that influence alliance performance as well as their performance.

The model tested in the study is comprehensive and also accounts for the subtleties about the impact of the two key types of behavioural factors – Relationship capital and Exchange climate – on alliance and partner performance.

In this chapter, we empirically investigate an important question of “how does knowledge sharing and knowledge leakage impact the alliance performance in dyadic coopetitive alliance settings that involve small- and medium-sized enterprises (SMEs).” Taking the perspective of the focal SME to address this question, we posit that while knowledge sharing positively associates with alliance performance, inadvertent knowledge leakage is negatively related to performance. We further postulate that under the conditions of high knowledge leakage, the positive impacts of knowledge sharing on performance would be reduced. Our structural model results based on a survey of 186 SMEs in the high-tech and knowledge-intensive industries in Sweden show support for two of the hypothesized relationships. More specifically, the results show that knowledge sharing has a positive effect on alliance performance but knowledge leakage has an insignificant direct effect on performance. However, knowledge leakage plays a negative moderating role on the relationship between knowledge sharing and performance. We contribute by demonstrating the effects of knowledge sharing and leakage in under-researched but important dyadic one-to-one coopetitive alliances involving SMEs.

The purpose of this study is to investigate the multinationality‐performance (M‐P) relationship in the context of US biopharmaceutical small‐ and medium‐sized enterprises (SMEs).

The study examines the M‐P relationship of SMEs from a single home country and in a specific industry.

The paper finds that geographic dispersion of both foreign subsidiaries and alliances affects SME performance negatively, albeit to a varying extent. Firm‐specific technological advantages alleviate the negative impact of geographic dispersion of both foreign subsidiaries and alliances, whilst firm‐specific marketing advantages mitigate the negative effect of only geographic dispersion of foreign alliances. The paper also addresses the direct and joint effects of firm‐specific advantages, country‐specific advantages, and the degree of internalization on SME performance systematically. Further, the results reveal some interesting differences between the venturing and the development stage of SME internationalization.

To the best of the authors' knowledge, there have been virtually no studies on the M‐P relationship which attempt to distinguish between subsidiary‐ and alliance‐based internationalization.

This study delves in the controversy about the nature and the sign of the effect of strategic alliances and exploration and exploitation capabilities on innovation and new product development. The paper analyses the effects of knowledge sharing and strategic alliances relationships at the firm level. Specifically, we study the influence of strategic alliances relationships in new product development and the mediating role of exploration and exploitation as dynamic capabilities.

This investigation proposes a theoretical model tested using structural equation modeling (SEM). The multigroup analysis was performed to understand the moderating role of. A questionnaire survey was developed to explore the relations between strategic alliances and innovation and new product development variables. For this study, 387 valid questionnaires were collected from a sample of Portugal SME' firms. A 90-item questionnaire was submitted to employees managers of a large number of Portuguese SMEs, which consists to study the relationships among all the variables.

The results show that exists a positive direct influence of strategic alliances on innovation and new product development, and mediating impact the exploration and exploitation by the moderating role of knowledge sharing.

This study has some methodological limitations affecting its potential contributions. A cross-sectional study that captures one image in time and its ability to identify strict causality between variables is limited. Furthermore, the results are based on log collected from a key respondent, rather than broader actual data. The results are restricted to one country, Portugal. Future research should initially target different countries. Such research could then test the generalizability of the results.

To fill this managerial relevance gap, we propose a process model in which the main antecedents of alliance stability will be examined. We argue that an alliance's evolutionary dynamics depend on these factors and variables that the partners must assess and manage over its developmental stages. In this sense, managers have significant scope to influence the ultimate success of strategic alliances. This study highlights the need to actively manage the cooperation – competition (coopetition) tension with the alliance partner and to apply the knowledge acquired from the partner to create new knowledge to enhance innovative performance

This paper contributes to fill the gap between strategic alliances and new product development mediated by exploration and exploitation in the dynamic capabilities view.

The purpose of this paper is to analyse the influence of strategic alliances (knowledge/learning, efficiency and market motives) on the development of human capital.

To do so, a quantitative study was chosen, with data on technology-based small and medium-sized enterprises (SMEs) in Portugal, leading to 257 valid answers.

The results obtained from a structural equation model show that motives for strategic alliances (knowledge/learning, efficiency and market) have a strong influence on the human capital of the SMEs analysed.

These outcomes reveal that strategic alliances are a way for SMEs to overcome resource constraints in terms of human capital, representing an important implication for business practice. As strategic alliances influence human capital, the relations SMEs establish with other firms are increasingly important for their sustainability and development. Acting in isolation in the market can reduce this type of firm’s chances of survival.

Despite some studies relating the formation of strategic alliances and human capital, there is a gap regarding the relationship between the role of strategic alliances and human capital in the technology-based sector. Therefore, this research represents a contribution and innovation in academic terms in this area.

From an absorptive capacity perspective, this study aims to analyse the influence of strategic alliances on the development of intellectual capital.

A quantitative study was chosen, with data on technology-based small and medium-sized enterprises (SMEs) in Portugal, leading to 257 valid answers.

The results obtained from a structural equation model show that learning/knowledge and efficiency as important functions underlying strategic alliances exert a strong influence on intellectual (human, structural and relational) capital.

These outcomes reveal that strategic alliances are a way for SMEs to overcome resource constraints in terms of intellectual capital, which represents an important implication for business practice. This study provides particular insights into how and to what extent alliance-specific mechanisms and functions lead to which improvement and effect.

The study underlines the importance of strategic alliances for technology-based SMEs. In this way, this study adds to the scarce in the field providing evidence for the SMEs sector. Therefore, strategic alliances and intellectual capital should be considered two key tools for this firm segment and worthy of further research in absorptive capacity.

The purpose of this paper is to examine the non-market strategies adopted by government-contracted small and medium enterprises (SMEs) in order to address the challenges they faced in the business of procurement. Although SMEs are important contributors to employment and the national economy, they demonstrated different levels of effectiveness depending on the management strategies they adopted.

Using case study methodology, data were gathered by conducting interviews with the owners/managers of Indonesian SMEs. Findings were analysed using the (ia)³ framework developed to assist the understanding of non-market environments.

Findings indicated that a key characteristic of the Indonesian non-market environment was the influence of the government and Indonesian society. This led to differing degrees of dissatisfaction among SME owners and managers who reported that they had to work within a number of constraints for business survival, while simultaneously learning how to “play the games” demanded by the business and regulatory environment.

Limitations relate to the number of empirical cases represented and the geographical area covered. Further research is recommended in order to provide the opportunity for research generalisation.

These findings illustrate the need for transparency and integrity in the procurement process in relation to Indonesian SMEs. It is proposed that SMEs in similar sectors may benefit from forming strategic alliances/industry clusters to support future knowledge sharing and promote their collective voice.

To date, studies on non-market strategies have largely focused on developed countries and large firms. Consequently, this paper goes some way towards bridging the gap in the non-market environment in developing countries concerning SMEs and potential strategies for adoption.