Sustainability alliances as intellectual capital mobilization and signaling mechanisms: a SME perspective

Purpose This study explores how SMEs design and manage sustainability alliances as intellectual capital mobilization mechanisms for signaling sustainability commitment to stakeholders. Design/methodology/approach We adopt a qualitative multiple case study approach analyzing alliance formation, governance and stakeholder communication processes. The study is based on three Italian SMEs active in the agri-food sector. Findings Three intellectual capital mobilization patterns – sequential, simultaneous and network amplification – emerge across cases, each generating distinct eco-innovation outcomes. Our analysis identifies two intellectual capital mobilization mechanisms: signaling infrastructure, through which alliances are deliberately designed around shared values and operational compatibility, and signaling reframe, through which existing collaborations are retroactively repositioned as sustainability communication platforms. Originality/value The study identifies two mechanisms through which SMEs mobilize intellectual capital by means of sustainability alliances and proposes a cycle of intellectual capital, alliances and signaling that drives the adoption of eco-innovation. The study offers managerial insights for SMEs on partner selection, alliance structuring and governance, targeted signaling investments and the strategic role of a sustainable alliance manager.