Abstract
Purpose– The purpose of this paper is to seek to deliver a new and holistic insight on small- and medium-sized enterprise (SME) strategic alliances in terms of the precursor, motivations, selection, governance structure, outcomes and challenges of strategic alliances of SMEs and the relationships between them.Design/methodology/approach– To better understand the entire process of SME strategic alliances, the author takes a novel approach which is based on a combined perspective of entrepreneurship and innovation, resource-based theory, and social network theory.Findings– The author develops a theoretical model which seeks to conceptualize the antecedents, process, and outcomes of strategic alliances of SMEs and the relationships between them.Research limitations/implications– The conceptual framework provides the directions for future empirical testing and further theoretical research.Practical implications– This study may help managers better understand the importance of an integrated approach to entrepreneurship and innovation, and the process and outcomes of enhancing their entrepreneurship and innovation capacities through strategic alliances.Originality/value– To the author's knowledge, this study is the first of its kind that takes a holistic and integrated approach to study SME strategic alliances.
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