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Identifying the Impact of Strategic Alliances on the Performance of SMEs (Case Study: The Industry of Automotive Parts Manufacturers in Iran)

Author

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  • Kambiez Talebi
  • Jahangir Yadollahi Farsi
  • Hamideh Miriasl

Abstract

This study has investigated the effects of strategic alliances on the performance of small and medium sized enterprises (SMEs) of the industry of automotive parts manufacturers. Questionnaires have been distributed among 400 senior managers of SMEs of the industry of auto parts manufacturers based on stratified random sampling. The data has been analyzed using structural equation modeling software and PLS2 software in two segments of measurement model and structural model. In the first segment, technical features of the questionnaire were tested in terms of reliability and validity. Moreover, in the second segment, t-test was used to test research hypotheses. The results show that there is a significant and positive relationship between the dimensions of strategic alliances, including new opportunities, entrepreneurial and innovative capabilities, social capital, and internationalization of business, and competitive advantage with the performance of SMEs.

Suggested Citation

  • Kambiez Talebi & Jahangir Yadollahi Farsi & Hamideh Miriasl, 2017. "Identifying the Impact of Strategic Alliances on the Performance of SMEs (Case Study: The Industry of Automotive Parts Manufacturers in Iran)," International Business Research, Canadian Center of Science and Education, vol. 10(6), pages 227-235, June.
    • Handle: RePEc:ibn:ibrjnl:v:10:y:2017:i:6:p:227-235
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    References listed on IDEAS

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    1. Uriel Stettner & Dovev Lavie, 2014. "Ambidexterity under scrutiny: Exploration and exploitation via internal organization, alliances, and acquisitions," Strategic Management Journal, Wiley Blackwell, vol. 35(13), pages 1903-1929, December.
    2. Kafigi Jeje, 2014. "Motives behind Strategic Alliance Formation among Medium-Sized Manufacturing Firms in Tanzania," Journal of Management and Strategy, Journal of Management and Strategy, Sciedu Press, vol. 5(3), pages 76-88, August.
    3. Bronder, Christoph & Pritzl, Rudolf, 1992. "Developing strategic alliances: A conceptual framework for successful co-operation," European Management Journal, Elsevier, vol. 10(4), pages 412-421, December.
    4. Yosem Companys & Jeffery McMullen, 2007. "Strategic Entrepreneurs at Work: The Nature, Discovery, and Exploitation of Entrepreneurial Opportunities," Small Business Economics, Springer, vol. 28(4), pages 301-322, April.
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    Cited by:

    1. Victor Chukwunweike Nwokocha & Ogochukwu Christiana Anyanwu & Ignatius Ani Madu & Christopher Emmanuel Nwankwo, 2021. "COVID-19 Pandemic and Small-Scale Industries in a Local Geographic Space of Nigeria: An Assessment of the Impact of Strategic Interfirm Alliance," SAGE Open, , vol. 11(2), pages 21582440211, June.
    2. Josaphat Kweka & Fadhili Sooi, 2020. "Partnership for inclusive growth: Can linkages with large firms spur the growth of SMEs in Tanzania?," WIDER Working Paper Series wp-2020-102, World Institute for Development Economic Research (UNU-WIDER).
    3. Victor Chukwunweike Nwokocha, 2022. "The Influence of Location Decisions on the Performance of Women-owned Small and Medium scale Enterprises in Nigeria," SAGE Open, , vol. 12(4), pages 21582440221, October.
    4. Victor Chukwunweike Nwokocha & Ignatius Ani Madu, 2020. "Strategic Alliance and Its Influence on the Performance of Small- and Medium-scale Enterprises in Enugu State, Nigeria," Global Journal of Emerging Market Economies, Emerging Markets Forum, vol. 12(2), pages 199-216, May.

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    More about this item

    Keywords

    strategic alliance; performance of SMEs; automotive parts manufacturers;
    All these keywords.

    JEL classification:

    • R00 - Urban, Rural, Regional, Real Estate, and Transportation Economics - - General - - - General
    • Z0 - Other Special Topics - - General

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