Purpose This study aims to explore the impact of strategic alliances (SAs) on organizational innovation performance (OIP). It identifies key antecedents that affect the effectiveness of SAs in driving innovation. In addition, this study integrates empirical findings to assess and clarify the direction and nature of the relationship between these antecedents and OIP, providing a comprehensive understanding of how these factors interact and affect outcomes. Design/methodology/approach Initially, ten critical antecedents affecting the success of SA were identified after extensive evaluation, which included geographic proximity (GP), portfolio diversity (PD), research and development intensity (RDI), intellectual property policies (IPP), interorganizational trust (ITr), network measures for alliances (NMA), experience (EX), absorptive capacity (AC), innovation culture (IC) and technological proximity (TP). A correlation-based meta-analysis is conducted to estimate the overall effect size and evaluate heterogeneity among the antecedents. Findings RDI, NMA, AC, IC, ITr and EX have positively significant impact on OIP. While GP, IPP and TP does not have positively significant impact on OIP. Heterogeneity analysis shows that there is variability in all the selected factors. Originality/value This study analyzes and synthesizes the varied effects of various antecedents on SAs performance. A forest plot analysis is also presented to show both the individual effect as well as overall combined effect of selected studies.
Lehkra et al. (Thu,) studied this question.