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Notes that strategic alliances provide opportunities for partners to come together and create greater value rather than a basic commercial transaction. Proposes a conceptual framework for strategic relationships and suggests this can be adapted in internationally‐focused or domestic‐oriented alliances. Posits that this framework refers to “learning alliances” aimed at establishing a mutual relationship based on co‐operation, not competition. Shows that organizations develop this relationship through a process which involves elements such as creating a learning environment and having a systemic perspective. Explains that this learning environment enables alliance partners to build a relationship which enhances the strategic fit between the companies for the long term. Discusses the belief that the future success of strategic alliances will be held within the realms of co‐operative learning ‐ learning alliances.