This study examines the significance of the difference in the dimensions of organizational performance based on organizational size and alliance formations. The sample consisted of 250 middle level executives of two-wheeler manufacturing organizations located in northern part of India. The results of MANOVA analysis suggested that the collaborated small organizations had the high mean for organizational performance dimensions. The main effect and interaction effect were found to be significant for the organizational effectiveness dimensions. In the case of turnover intention, the mean of interaction effect was higher for collaborative large organizations. The implications of the study are discussed to understand the importance of globalization policy and establishing joint ventures in developing countries in future.