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The aim of this paper is to review theories on the kinship‐based collaboration for Asian multinational enterprises (MNEs). Although cooperation issues have reached the top of the Asian MNE agenda, comprehensive empirical and theoretical studies in these areas have remained patchy. Motivated expressly by the sparseness of theory development, this study seeks to establish and examine the model of kinship‐based alliance for MNEs. Drawing on kinship‐based theory, this paper contends that cross‐border collaboration within the same region is increasingly important in driving MNEs from emerging economies to internationalisation.

This study attempts to focus on kinship‐based collaborations from emerging economies to internationalization in the context of high‐tech industries by reviewing relevant studies and presents research propositions.

The study proposes that the model of kinship‐based alliance can be affected by these factors: economic (partner contributions in term of scale‐link theories), geographic, cultural and social (which are broadly defined as kinship‐based factors) factors. Therefore, the model of kinship‐based alliance can be characterized as an evolutionary struggle between these factors to develop a form of cross‐border cooperation.

The model of kinship based alliance enriches the theoretical field of internationalisation strategies for MNEs from developing economies, and this model also provides knowledge of collaboration behaviour for managers of high‐tech firms to create appropriate synergy for each party of an alliance.

The purpose of this paper is to investigate the relationships between firm capabilities, business model (BM) design, and firm performance.

The study provides a quantitative assessment of the proposed model using a sample of 411 small- and medium-sized enterprises. Heckman’s sample selection model is employed as an econometric framework.

The outcomes demonstrate that the adoption of a given BM is endogenous with respect to firm capabilities, different capabilities spur the adoption of different BM, and that different BM designs have variable impacts on firm performance.

Some investigated variables were operationalized using proxies, and firm performance was measured based on a self-assessed scale.

Since different types of capabilities are at the bases of different BM designs that eventually reverberate on firm performance, SMEs should carefully balance their financial resources invested in the development of capabilities.

This study represents one of the first attempts to investigate the relationships between firm capabilities, BM design, and firm performance.