Purpose　This　paper　aims　to　investigate　how　firm-level　factor　entrepreneurial　orientation　affects　alliance　outcomes,　and　how　two　sources　of　uncertainty　-　competitive　intensity　and　the　dependence　of　an　entrepreneurially　oriented　firm　on　its　partner　-　moderate　the　relationship　between　entrepreneurial　orientation　and　alliance　performance.　Design/methodology/approach　The　hypotheses　are　tested　using　survey　data　from　196　R&D　alliances　in　China.　Findings　The　results　indicate　that　the　relationship　between　entrepreneurial　orientation　and　alliance　performance　has　an　inverted　U　shape　and　is　negatively　moderated　by　competitive　intensity　and　the　entrepreneurial　orientation　firm＇s　dependence　on　its　partner.　Practical　implications　Entrepreneurial　orientation　can　have　positive　and　negative　effects　on　alliance　performance.　Particularly　in　contexts　of　intense　competition　or　dependence　on　partners,　firms　with　an　entrepreneurial　orientation　must　fully　exploit　the　advantage　this　brings　them,　improve　their　self-control　and　alliance-coordination　capabilities　and　emphasize　the　joint　effects　of　technological　innovation　and　market　factors　on　new　product　development　in　case　of　alliance　failure.　Originality/value　This　study　highlights　the　dual　role　of　entrepreneurial　orientation　in　R&D　alliances.　By　incorporating　external　and　internal　sources　of　uncertainty　(competitive　intensity　and　dependence　on　the　partner),　it　also　offers　a　more　comprehensive　understanding　of　how　different　levels　of　entrepreneurial　orientation　affect　R&D　alliance　performance.