Learning About and Learning From Sustainability Alliances: How Do SMEs Develop Dynamic Capabilities?

ABSTRACT This study examines how small and medium‐sized enterprises (SMEs) develop sustainability capabilities by engaging in sustainability alliances. By combining perspectives on organisational learning theory and the dynamic capabilities framework, the research investigates how SMEs develop both networking and sustainability capabilities across different phases of the alliance lifecycle and what organisational learning mechanisms support their development. This study adopts a qualitative research design based on a multiple case study methodology, investigating five Italian SMEs active in the agri‐food sector, with distinct organisational models and sustainability strategies. Results show that sustainability alliances evolve dynamically across alliance lifecycle stages, supported by different behaviours, tools, and roles. Organisational learning fosters the development of dynamic capabilities for sustainability, moving SMEs from operational eco‐efficiency to systemic transformation, increasing their competitiveness.