Coordinating new product development in strategic alliances

I develop a theory of coordination for joint new product development projects conducted in strategic alliances. This theory identifies coordination gaps or mismatches between required and actual coordination that lead to performance problems. An evaluation of these gaps leads to specifying conditions under which coordination is easier for a project done in an alliance than for the same project done by one company. I also discuss what alliance managers can do to control the size of a project's gaps.