Objectives. The research aims to investigate how firms can achieve alliance success. In global markets, the alliance failure rate is very high. This study will try to understand why, facing with such a high failure rate, more and more firms decide to enter or form strategic alliances. It appears necessary to identify key factors and show how firms can successfully manage them in each phase of alliance lifecycle.Methodology. For this study, a qualitative approach was adopted, in order to explore and understand the research problem. The issues of alliance success factors is investigated through the analysis of the existing literature, focusing in particular on the last two decades.Findings. By reviewing several theoretical perspectives, we identified alliance success factors and showed what kind of relevance they have in each phase of alliance lifecycle. It was found that strategic alliances develop through three phases. Alliance success lies on successful management of key factors, involved in each phase.Research Limits. Research deals with the issues of alliance success factors at the level of a single alliance and not at the level of an alliance portfolio. Further research should extend the analysis perspective.Managerial Implications. Firms involved in a strategic alliance should consider several critical aspects. For the entire alliance lifecycle, they have to look for a high degree of fit with their own partners. Another important aspect is related to the risk of opportunistic behavior, which could be reduced through the choice of an appropriate governance form and the development of social capital.

Tourism in the era of the sharing economy adopts a model based on a global concept with a local practice. The traditional tourism offer is based on the attractiveness of a destination, expressed by a system of characteristics of the destination itself and a range of services related to accommodation, transport and food. The tourism model of sharing economy, instead, is based on the development of shared services that stimulate the flows of tourists. Traditional destinations are then alongside new destinations that, thanks to some factors that drive the development of sharing economy platforms, attract tourists, change behaviours and modify competitive dynamics. The new paradigm of could be briefly described by the 4 Ts of sharing economy: Trust, Togetherness, Technology and Transformation.

Over the past decades, outsourcing has been an important mechanism not only to reduce costs but also to organise both production and non-core activities of the company, in order to remain competitive and efficient on the market. The globalisation of the markets has radically changed competition rules. Companies must adapt their traditional strategies and policies to an ever changing and highly instable context characterised by a broad and complex environment. The solution adopted by big corporations is the creation of global business networks where companies work and interact with partners and stakeholders to enhance strengths and exploit opportunities. In this context, competitive outsourcing emerges as a new configuration of strategic alliance based on the network structure aimed at gaining shared advantages.