Identifying the Factors Affecting the Sustainability of Strategic Business Alliances

Document Type : Research Paper

Authors

1 Assistant Prof., Department of Strategy and Business Policy Making, Faculty of Business Management, College of Management, University of Tehran, Tehran, Iran.

2 MSc. Student, Department of Strategy and Business Policy, Faculty of Business Management, College of Management, University of Tehran, Tehran, Iran.

Abstract

Objective
Studies indicate that business strategic alliances often lack long-term stability, with termination rates ranging from 40 to 70 percent. Given the high failure rate of such business alliances, identifying the factors influencing their formation and management toward sustainability has gained considerable importance. Extensive research, both in Iran and internationally, has examined the nature, significance, outcomes, and determinants of strategic alliances. For instance, most existing studies have primarily focused on the pre-agreement and formation stages of alliances rather than their long-term sustainability and performance. The sustainability and long-term survival of strategic alliances have always been one of the fundamental challenges faced by organizations that engage in collaboration and synergy with other firms to achieve shared benefits and create added value. Despite the significance of this issue, previous studies have mostly examined the factors influencing the sustainability of strategic alliances in a fragmented manner. Consequently, a comprehensive and integrated understanding of this multidimensional phenomenon has not yet been established. The purpose of this study is to identify and integrate the key factors affecting the sustainability of strategic alliances and to develop a conceptual model that illustrates these factors.
 
Methodology
This study is applied in terms of purpose and adopts a qualitative meta-synthesis methodology. The statistical population comprises all credible domestic and international articles related to strategic alliances published between 2010 and 2025 (1389–1404 in the Iranian calendar). After the validation process and the elimination of irrelevant or low-quality studies, a total of 60 articles that directly addressed the sustainability of strategic alliances were purposefully selected and analyzed. Data analysis was conducted using three-stage coding (open, axial, and selective) to extract concepts, subcategories, and ultimately the main categories and dimensions.
 
Findings
The analysis yielded 180 initial concepts, 19 subcategories, and four main categories. These categories include “Strategic Fit and Preconditions,” “Governance and Structuring,” “Relational and Interactional Processes,” and “Macro-Environmental and Contextual Factors.” The Strategic Fit and Preconditions dimension encompasses factors that facilitate the formation and continuation of sustainable collaborations among organizations. It includes elements such as complementarity of resources and capabilities, goal and motivation alignment, cultural and structural similarity, and reputation or prior collaboration history. The Governance and Structuring dimension refers to the formal, contractual, and organizational mechanisms designed to guide and control alliances. Its subcategories include standardized contracts, appropriate alliance structuring, effective monitoring and control, risk management and flexibility, and maintaining power balance and fairness among partners. The Relational and Interactional Processes dimension focuses on behavioral, communicative, and interactive aspects among partners that foster cohesion and integration within the alliance. Mutual trust and commitment, transparency and openness in communication, active engagement, relationship and expectation management, cooperation and interdependence, and joint learning capacity are key components of this dimension. The Macro-Environmental and Contextual dimension encompasses external factors that influence the sustainability of alliances but remain largely beyond direct organizational control. Political, economic, and legal stability; institutional support and clear regulatory frameworks; competitive market conditions; and appropriate physical and technological infrastructures are among the most significant elements in this category.
 
Conclusion
By synthesizing prior research findings, the conceptual model developed in this study provides a comprehensive picture of the factors affecting the sustainability of strategic alliances. It offers both a solid theoretical foundation for future research and practical implications for managers and decision-makers. In practice, a deeper understanding of the dimensions influencing alliance sustainability enables managers to design, implement, and manage strategic alliances more effectively, guiding them toward long-term success. Overall, sustaining strategic alliances requires a balanced and simultaneous focus on strategic preconditions, effective governance, interactive relationships, and environmental adaptability.

Keywords

Main Subjects

References

 
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Journal of Business Management
Volume 18, Issue 2
2026
Pages 677-718

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