Abstract
New Product Development (NPD) process is a source of competitive advantage in nowadays global and ever-changing markets. Its continuous improvement is fundamental for keeping this advantage in the long run and depends on how fast and effectively the organisation learns from single and specific projects. Organisational Learning in the NPD process is unlikely to occur naturally, it needs to be planned and systematic. This paper provides a referential framework to help with the understanding of organisational learning phenomena in the specific NPD environment. Additionally, by means of an exploratory multiple case study, with single unit of analysis, and qualitative data collected from semi-structured in-depth interviews, it outlines methods and practices that facilitate and leverage organisational learning in the NPD process on a regular basis.
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