Abstract Alliances can be a very effective way to achieve new strategic opportunities, but despite this, a high percentage of strategic alliances fail and end failure.. Therefore, the present study sought to identify the factors affecting the stability and stability of strategic alliances using a systematic review. The case of the study was all articles accepted from invalid databases after filtering in several stages, 44 articles were reviewed for final evaluation and analysis. In the coding process stage, the selected articles were performed and 30 sub-themes were divided into three main themes: Senior management team, structure, and business. In the individual section, the strategic ability of the leaders, the commitment of the senior management team, the coordination between the senior managers of the units, having interdisciplinary specializations, and having previous experience in the inter-company cooperation space were identified. In the structure section, module management process, continuous and short-term performance feedback, data output transparency, number of module partners, complementary resources, distinct goals, having an international perspective, intangible outputs, symmetric learning capabilities, clear division of labor, a form of governance, Type of contract, reward system, contract orientation and type of exchange were identified; For the business sector, cultural distance, market growth, partner reputation, partner size, partner experience, contract territory, type of partner activity, cash flow of each partner, a unique type of exchange, correct choice of key partner were selected. Finally, based on the five identified proportions (cultural, strategic, operational, organizational, and individual) at each level of sustainability, it can be significantly increased