Despite the strategic importance of alliances and the numerous benefits that this corporate strategy brings to companies, success rates are still very low, with several causes of failure presented in the literature. On the other hand, the implementation of smart systems has proved to be very promising when applied to the different tools of business management. In order to find solutions to this problem, the main objective of this investigation was to study the impact that the use of smart systems has on the operational optimization of the company and in mitigating the causes of failure of strategic alliances in Portugal. This research used a qualitative approach, through the content analysis of 17 interviews with managers and professionals in the area. The study concludes that the implementation of smart systems has the potential to mitigate 7 of the 10 main causes of failure of strategic alliances. Also, concerning the future of the implementation of smart systems, it was concluded that the traditional models of strategic alliances are being questioned regarding their effectiveness and adequacy in dealing with the new market challenges brought about by technological development and should therefore be rethought and adapted to a more collaborative and integrated model.

Despite the strategic importance of alliances and the numerous benefits that this corporate strategy brings to companies, success rates are still very low, with several causes of failure presented in the literature. On the other hand, the implementation of smart systems has proved to be very promising when applied to the different tools of business management. In order to find solutions to this problem, the main objective of this investigation was to study the impact that the use of smart systems has on the operational optimization of the company and in mitigating the causes of failure of strategic alliances in Portugal. This research used a qualitative approach, through the content analysis of 17 interviews with managers and professionals in the area. The study concludes that the implementation of smart systems has the potential to mitigate 7 of the 10 main causes of failure of strategic alliances. Also, concerning the future of the implementation of smart systems, it was concluded that the traditional models of strategic alliances are being questioned regarding their effectiveness and adequacy in dealing with the new market challenges brought about by technological development and should therefore be rethought and adapted to a more collaborative and integrated model.

ResumoEm uma era em que o mercado está cada vez mais competitivo e globalizado, as empresas são forçadas a repensar e inovar sua estratégia. O objetivo desta investigação é averiguar se o CIEE Lisboa está a recorrer à implementação de estratégias corporativas, com o intuito de atingir seus objetivos estratégicos, ampliar sua área de atuação e aumentar seu desempenho empresarial. A metodologia utilizada neste estudo foi de caráter qualitativo e teve por base a realização de 18 entrevistas, que posteriormente foram submetidas a uma extensa análise de conteúdo. O estudo conclui que o CIEE está a implementar estratégias de diversifi cação que lhe permitem crescer organicamente, e que essa aposta é um dos fatores-chave para a criação de barreiras à entrada de novos concorrentes. Também é possível concluir que a formação de alianças estratégicas é um pilar vital no sucesso da empresa, podendo ter impacto positivo na satisfação dos consumidores. Por fi m, a investigação mostra que, na visão dos colaboradores entrevistados, o recurso a uma fusão e/ou aquisição (F&A) não é a opção mais viável para a empresa neste momento. Palavras-cHave:Estratégia. Estratégias Corporativas. Diversifi cação. Alianças Estratégicas. Fusões e/ou Aquisições. AbstractIn an era in which the market is increasingly competitive and globalized, companies are forced to rethink and innovate their strategy. This investigation aims to determine if CIEE Lisbon is implementing corporate strategies in order to reach its strategic goals and increase its business performance. This study used a qualitative methodology based on detailed content analysis of 18 interviews. The article concludes that CIEE is implementing diversification strategies that allow it to grow organically and to create barriers to new competitors. It is also possible to conclude that the formation of strategic alliances is vital in the company's success, having a direct and positive impact on consumer satisfaction. Finally, this research shows that a merger and/or acquisition is not a viable option for the company at this time.

in General Management, Strategy and Business Development by ISCTE (Portugal) has articles published in several specialized journals in the East, the United States, Canada, Africa, South America and Portugal. He is currently a researcher and member of BRU-UNIDE and a professor at INDEG where he holds the post of director of the MScBA (Master in Business Administration) and guides students in the development of master's and PhD theses. Teaches business strategy modules in executive and post-graduate master's degrees. Since 2013 he has also accumulated teaching duties as an invited professor at the Military Academy where he teaches the Knowledge Management. Rui Gonçalves holds a PhD inManagement from Lisbon School of Economics & Management, with research in information systems for operational risk management, master in Statistics and Information Management from NOVA Information Management School, with research in Intelligent Agents and graduated in Management by Universidade Internacional. In the academic area, he is full professor at Instituto Piaget and an invited assistant professor at ISCTE, NOVA IMS and ESCS. Professionally, he regularly collaborates with different consultant firms in the areas of management consulting and analytical models applied to decision making. Previously, he coordinated the Business Analytics, Operational Risk, Compliance, Fraud, Audit and Money Laundering areas at SAS Portugal. Leandro Pereira is Professor of Strategy and Management at ISCTE Business School. He holds a Ph.D. in Project Management. He is also CEO and Founder of WINNING Scientific Management. Dr. Pereira is also former President of Business Case Institute, PMI Portugal Chapter and Training Specialist of the Court of Auditors. As CEO, Dr. Pereira receives from Best Teams Leaders the award of Best Team Leader and CEO of Portugal in 2017 in Portugal. He is also PMP from PMI and ROI certified. As researcher, he published more than 80 scientific publications and 10 books. As student, he received the best student award from University of Minho. Dr. Pereira is an international expert in Strategic Management, Project Management, Benefits Realization Management, and Problem Solving.