Ebrahim Rajabpour

Introduction: This study investigates a well-established stream of research in strategic management that examines firm boundaries. It demonstrates how companies can transcend these boundaries through strategic alliances to access critical resources and knowledge. Strategic alliances are defined as voluntary collaborations between firms to develop technologies, services, or products, allowing cooperation without significant equity investment. These alliances are important sources of competitive advantage, as they expand firms' resources and knowledge bases, facilitating innovation and inter-organizational learning. Despite their significance, reported failure rates of strategic alliances range from 30% to 70%, underscoring the importance of identifying key success factors. Potential causes of failure include unforeseen events, cultural differences, challenges in knowledge transfer, structural instability, and managerial issues. This study has both theoretical and practical significance by identifying success factors specific to Iran's oil, gas, and petrochemical industries, thereby contributing to improved performance, cost efficiency, and enhanced competitiveness. Given the increasing prevalence of strategic collaborations and the concomitant high failure rates, understanding these factors is essential for the success of strategic alliances in this sector. Methodology: The study employs an applied, descriptive-survey approach to identify and model the factors influencing the success of strategic alliances in Iran's oil, gas, and petrochemical industries. First, an extensive literature review was conducted to compile a comprehensive list of potential success factors for strategic alliances, particularly within the context of the targeted industry. These factors were then refined through consultation with an expert panel composed of university professors and senior managers, each possessing substantial experience (5–10 years) in the oil, gas, and petrochemical sectors