Strategic alliances and development of intellectual capital: a study of technology-based SMEs

Abstract

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.

Examining the influence of specific IC elements on alliance formation of new ventures

“…Research shows positive effects on firm performance from both IC and alliances (Ulrich et al, 2019). Research also shows the positive impact of alliances on IC (Ferreira et al, 2022). However, a gap exists concerning the effect of IC on alliance formation.…”

“…These distinct constructs have developed separate research streams but have begun to be examined together. Within this growing area of work, scholars have sought to understand how strategic alliances impact the development of IC (Ferreira et al, 2022). Joia and Malheiros (2009) focused on the Brazilian transformation industry and found that strategic alliances positively impact IC.…”

“…Research involving alliances recognizes that the knowledge and resources obtained from partners contribute to firms' competitive success (Inkpen and Tsang, 2005) and provide a path for small and midsize enterprises (SMEs) to overcome resource constraints regarding IC (Ferreira et al, 2022). While studies have examined the two constructs once a partnership has been established, scant attention has been paid to understanding the desired resource fit between potential alliance partners in terms of IC (Peng, 2011).…”

“…These distinct constructs have developed separate research streams but have begun to be examined together. Within this growing area of work, scholars have sought to understand how strategic alliances impact the development of IC (Ferreira et al. , 2022).…”

Do industries' structural attributes/characteristics influence their decision to utilize strategic alliances?

“…Because strategic alliances have an impact on human capital, the relationships that industries form with other businesses are becoming increasingly vital for their long-term survival and development. On the other hand, Ferreira et al (2021) in their studies showed that strategic alliances provide a solution for small and medium scale enterprises to overcome intellectual capital resource limits, which has substantial implications for business practice. Prabhudesai et al (2022) in their studies found that while both tangible resources such as finances, component parts etc and intangible resources such as knowledge, expertise etc.…”