Creating value via strategic alliances in EU food sector: the role of intellectual capital in knowledge exploration

Co-operation may become necessary in food sector because internal resources are insufficient to monitor their partners. This study examines how EU food SMEs uses their networks and how SMEs managers can operationally leverage the value created by strategic alliances into commercially viable products. More importantly, we emphasize that the effects of collaboration partners on innovation performance can be achieved not only directly, but also via the indirect effect of firm¿s intellectual capital to enhance cross-border knowledge transfer. Using two waves of the European Community Innovation Survey (Cis-2010 and Cis-2012), those research findings are expected to provide SME food firms the availability to better reorganize their external knowledge needs when different partners are involved.