This study aims to analyse the relationship between strategic alliances and organizational performance and determine whether intellectual capital plays a mediating role in that relationship. To do so, a quantitative study was chosen, with data being gathered through questionnaires directed to the management organs of Portuguese industrial technology‐based small and medium‐sized enterprises, from which 257 valid responses were received. The results obtained based on a structural model show that strategic alliances and intellectual capital stimulate the organizational performance of the SMEs studied. This evidence is very relevant, as in an increasingly globalized and competitive world, these two tools can become essential for this firm sector to be able to attain sustainable competitive advantages. Furthermore, the empirical evidence reveals that intellectual capital has a mediating effect on the relationship between strategic alliances and organizational performance, this finding being the main contribution of the study. Other implications for theory and practice will be presented.
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Practical implications
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.
Originality/value
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.
Purpose
From an absorptive capacity perspective, this study aims to analyse the influence of strategic alliances on the development of intellectual capital.
Design/methodology/approach
A quantitative study was chosen, with data on technology-based small and medium-sized enterprises (SMEs) in Portugal, leading to 257 valid answers.
Findings
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.
Practical implications
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.
Originality/value
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.
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