“…Considering the assumption of Kleinet al (1978:297), the analysis here proposed starts from the consideration that "...profit maximizing firms will undertake those activities that they find cheaper to administer internally than to purchase it in the market" (Klein et al, 1978, p 297).In such choices, firmsoften rely on hybrid solutions. Therefore, cooperation models represent an option and, among them, the alliance types are the one of the most recalled when dealing with R&D company's decisions.When applied in regard toR&D activities,TCT underlined problems related to uncertainty and the risk of opportunistic behaviour by alliance partners (Khvatova et al, 2016;Rutten et al, 2016;Del Giudice, 2012;Williamson, 1991;1985b), as the main considerations that a manager should take into account with priority. According to Beverland's (2000) findings, alliance formation in the wine sector is likely to be found when a company operates in both highly competitive and uncertain markets, with the aim to sharing knowledge with partners and, at the same time, gain market access.…”