Most prior research on software reviews assumes that all reviewers have the same goals in reviewing software products. However, reviewers representing different organizations, such as those developing and acquiring software in an outsourcing venture, often possess different and often conflicting goals. This may affect the outcomes of joint software reviews. Relatively little research has been done on goal alignment in joint software reviews.This paper explores this important research issue and uses a case study to examine whether or not participants in joint software reviews really possess different goals. The research findings showed that the participants in joint software review meetings did possess different goals, which resulted in a less satisfactory outcome for the review, and identified some of the main factors affecting the process loss in joint software reviews. Finally, a theoretical model is proposed with the aim of resolving different/conflicting goals and enhancing the performance of joint software reviews in practice.