Abstract
An increasing share of manufacturing, logistics and R&D activities takes place today in a number of geographically dispersed organisational units. The units involved can be different autonomous companies or a number of focused subsidiaries. Using the CIMA‐methodology and its computerised questionnaire as an analysis and action research tool, organisational learning in distributed product development projects at a multinational company in the telecom industry has been investigated. Organisational units with different operational focuses displayed differences in the types of learning to which attention was primarily given. Based on the findings, the role of communities of practice in distributed product development is investigated.
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