Critical Success Factors in Managing Strategic Alliances and Knowledge for Organizational Innovations: Insights With M-TISM and MICMAC

The importance of this research comes from a growing body of literature emphasizing the importance of strategic alliances (SAs) in today's dynamic business environment. This study aims to investigate the role of SAs in improving knowledge management and organizational innovation performance (OIP). To begin, we conducted a thorough literature review to identify critical success factors (CSFs) critical for OIP. The modified total interpretive structural modeling (M-TISM) and matrices d’ impacts cruises multiplication applique a classmate analysis were then used to examine and rank these CSFs, resulting in a structured hierarchical model linked to OIP. CSFs identified include knowledge management, organizational learning, top management support, SAs, technological knowledge, alliance experience, training and skill development, and absorptive capacity. The developed M-TISM model was further validated with input from experts in both the Indian service and manufacturing sectors. Our findings show that the top management plays a critical role in forming SAs at the foundational level and directly influences OIP as a crucial dependency factor. The study provides valuable insights for policymakers, small- and medium-sized enterprises, large corporations, and startups. It highlights how SAs can serve as critical drivers in enhancing knowledge management and OIP.