Designing a Model of Strategic Alliances and Their Impact on Company Performance in Startups with a Social Mission in the Light Automotive Industry

Abstract

Objective: The objective of this study was to design a model of strategic alliances and examine their impact on the performance of startups with a social mission in the light automotive industry.  Methodology: This research was conducted using a quantitative approach with a sample of 15 senior managers from Iran’s automotive industry. Data were collected using a Likert-scale questionnaire, and cluster sampling was applied to select the participants. Structural equation modeling (SEM) and SPSS software were used to analyze the data. The impact coefficients and significance coefficients of the hypotheses' paths were examined to assess the relationships among the variables. Findings: The results showed that strategic alliances have a direct and positive effect on company performance (impact coefficient: 0.673). Moreover, the stage of company development moderates the relationship between strategic alliances and performance (impact coefficient: 0.404). Companies engaged in social innovation demonstrated better performance (impact coefficient: 0.487). Additionally, larger companies were found to perform better than smaller ones (impact coefficient: 0.488). Conclusion: The study concluded that strategic alliances significantly improve the performance of startups with a social mission. Companies at more advanced stages of development and larger companies benefit more from these alliances. Social innovation was also identified as a critical factor in enhancing company performance. Thus, strategic alliances are recommended as a key tool for achieving both economic and social objectives in the light automotive industry.