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Because ecologic transport is a very important concern; with the future in mind, it can be practical to research the different alternatives to drive a car. This paper can be used as a tool to compare the different alternatives and make one or more choices. In the paper, 8 ecological alternatives to drive a car are proposed. For each alternative, the concept is explained, pros and contras are discussed and the market is researched. To examine this case, the internet was researched and the information filtered with our technical knowledge. As a result of the paper, we found out that there exist many alternatives for gasoline cars; some of them more feasible than others. It is clear that the transition from gasoline cars to green cars will be gradual and in the end, there could be more than one good alternative. Electric Vehicles are likely to become the number one alternative. Meanwhile, hybrid cars and plug-in hybrids are fulfilling the need for ecologic transportation until the EV is fully established. On the other hand, fuel cell cars could be a very good alternative as well if they could lower the cost of hydrogen generation. As a conclusion on the paper, we can say that ecologic transport is less far away than we think it is. Renault has launched a complete series of electric cars that are commercially feasible, very practical to use and progressive in engineering. Projects such as “Autolib” in Paris and “Yelo” in La Rochelle show us that large scale electrical transportation is not just a dream anymore, but a promising reality!

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Strategic alliances are especially important for Small Entrepreneurial Firms because they provide easy access to social, technical and commercial resources. Though, current estimates show that more than half of the collaborative agreements are dissolved without achieving the desired results. Furthermore, when comparing how Small Entrepreneurial Firms (SEFs) and Large Established Firms (LEFs) go about forging alliances, one may perceive the approach towards strategic alliances that is enacted by SEF as unprofessional, random and unreasoned. We dispute this perception and argue that; due to their inherent differences; the different strategic alliance approach that is employed by SEF is justifiable. Through an elaborate literature review, we investigated the strategic alliance formation process in LEFs and SEFs. As a result, we remarked two things. First, the LEF approach towards strategic alliances should be used as a benchmark for strategic alliances in SEF. However, due to the inherent difference of a SEF, there are significant divergences from the LEF approach. Second, we have seen that these 'unprofessional, random' practices are widely applied by SEF. As a means to explain these practices, we identified the effectual framework as an exploratory framework for strategic alliances in SEF. In this respect, we set up a strategic alliance decision making model which contrasts the causal (LEF) approach to strategic alliances with the effectual (SEF) approach. Furthermore, we made