Abstract
This research study explores the effects of strategic alliances on knowledge management and organizational innovation performance. The study commences with an extensive literature review to identify critical success factors (CSF), followed by a step-by-step approach using the modified total interpretive structural modeling (M-TISM) technique. This approach is used to examine the interrelationships between the identified factors and develop a hierarchical structural model for organizational innovation performance. The study identifies CSF such as knowledge management, organizational learning, top management support, strategic alliances, technological knowledge, alliance experience, training and skill development, and absorption capacity to evaluate their impact on organizational innovation performance. The study concludes that top management support is a crucial factor in determining innovation performance within organizations, as it plays a vital role in strategic alliances and knowledge management.