ABSTRACT
These commonalities highlight a number of potential constraints that can hinder coordinated problem solving as it typically occurs in strategic alliances. On one hand, strategic alliances between academia and industry can lack many of the informal mechanisms for incenting coordinated problem solving that have shown to be fundamental to inter-organizational networks, such as goal congruence, resource interdependence, and the trust that may result. On the other hand, such alliances can also lack the formal structures and authorities that typically are requisite for coordinated problem solving absent informal coordination mechanisms (Boardman 2012).
