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The main objective of this study is to provide an appropriate conceptual model for better explanation the relationship between alliance management capability and firm performance with introducing mediator variables focusing on two views of resource-based view and dynamic capability.In this research, in conceptualizingalliance management capability in order to better adapt it to environmental changes, it has been used from the view of dynamic capability and to explain how it affects firm performance, two mediator variables (effective resource sharing and joint development of knowledge and capabilities) are defined focusing on the resource-based view.In order to test the suggested model of research and its related hypotheses, structural equation modeling with partial least squares approach has been used.The results of testing the proposed research model which has been done in 79 strategic alliances in the air defense industriesusing questionnaires, confirm the validity and reliability of the proposed model and all the hypotheses considered. According to the results of this research, a firm in order to be able to continuously absorb and develop its resources and capabilities through inter-organizational alliance, should first institutionalize and integrate the processes and routines associated with the four sub-capabilities reflecting the alliance management capability (alliance proactiveness, alliance coordination,  alliance learning, and alliance transformation) and by using the generated capability, establish a widespread and continuous collaborations with its partners on the effective sharing of complementary resources and joint development of new and exclusive knowledge and capabilities. Also, the measurement scales and indicators provided in this study can be a good reference for managers to develop this capability in their organizations.

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The main objective of this paper is to examine the impact of inter-organizational social capital and its various dimensions (cognitive, relational and structural) on the performance of partnerships with the aim of filling the research gap in this field. Also for the first time in defense industry of the country, this study intends to assess the situation of various dimensions of social capital in partnerships established between the aviation defense industries and their strategic partners in the private sector; as well as to take steps to stabilizing these types of partnerships by identifying areas requiring improvement. In this research, structural equation modeling with partial least squares approach has been used to test the proposed conceptual model and its related hypotheses. The results of analyzing questionnaires distributed in the aviation defense industries show that the social capital and its dimensions have a significant positive impact on the performance of partnerships. Also, the results of the mean test show that the studied partnerships are not in a favorable situation in terms of some aspects and indicators of social capital, and it is necessary for the managers of the companies involved in the partnership to pay more attention to the joint development of social and psychological issues of partnerships.

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The main objective of this study is to develop a coherent and valid conceptual model for measuring and evaluating key and common actions of two partner companies to succeed in the operational phase of a strategic partnership. In designing the model, attempts have been made to take into account the various theoretical perspectives found in the literature research. In this research, the proposed model and related hypotheses have been tested using questionnaires distributed in strategic collaborations between the air defense industries and their strategic suppliers. In order to analyze the data, structural equation modeling with partial least squares approach has been used. Results of data analysis show that, in order to succeed in the operational phase of a collaborative relationship, partners should have a broad and close collaboration around five key actions which include: collaborative planning, integrating key operational processes, effective sharing of information, joint development of resources, joint development of competencies. In general, the model presented in this study can provide a framework for collaborative actions of partnering companies in the operational phase of an alliance in different areas and also be used as an appropriate tool for managers of organizations to examine the status quo of activities in this stage.