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In spite of the frequent calls for a much more integrated approach, the field of management still faces the ever continuing challenges in attempting to bridge the gap between academic research and managerial actions and practices. The field of strategic alliances and firms’ networks are those among which research and practice are more diverging. Trying to cover this separation, the article presents an empirical research on automotive industry that investigates the effects on innovation performance of the position that firms occupy in the network of alliances. The hypothesis that guides this research is that innovation is generated not only from the resources that a company is able to develop internally, but also through access to resources and capabilities owned by the external companies and organizations that the firm itself is tied to through alliances and cooperation agreements. Beyond this broad argument, the …