ABSTRACT

To ensure success in the rapid pace of globalization, it is crucial for companies to understand the management practice within and outside national boundaries. This study investigates the influences of national culture on new product development (NPD) collaboration between China and Sweden.

By applying the qualitative approach with a single case, the study shows that national culture influences on NPD collaboration by means of organizational culture and work values regarding six national culture dimensions between China and Sweden. Concerning organizational culture, power distance and masculinity versus femininity dimensions of national culture have impacts on NPD collaboration. In terms of work values, the influences of power distance and uncertainty avoidance are ranked at first place, whereas individualism and collectivism, masculinity versus femininity, harmony and long-term versus short-term orientation are relative weak comparing with first two dimensions. 

However, the results also show that some organizational characteristics including uncertainty avoidance, long-term versus short-term orientation and harmony have barely effects on NPD collaboration. This implies that there could be context-specific factors that affect performances of NDP collaboration regardless of in which country the NPD project takes place.