This is a case study of integrating new product development across organizational boundaries. We found that the joint venture's task and task environment created a need for coordinating people and integrating information technology across firms. However, differences between the partners' characteristics hampered the coordination of people and limited the feasible alternatives for information technology integration. Concerns about the risks of losing core technological knowledge curtailed information flow among people, and contributed to resisting information technology integration.
Some managerial implications follow from our findings.
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