The thesis aims to examine and explore NPD activities within China and establish whether a Western interpretation of NPD is appropriate to indigenous Chinese companies, engaged in an economy which is entering an era of globalisation. The research is based on ten case studies undertaken within five industrial sectors: lighting (light fabrication), watches (personal consumer products), white goods, automotive and telecommunications. Cases are representative of the differing types of Chinese organisations, and include examples of privately, collectively and state owned enterprises (POEs, COEs and SOEs), together with international joint ventures (IJVs). Conceptual approaches are developed to examine organisational background, NPD culture, technology transfer, NPD coordination, entrepreneurial behaviour, network development and market dynamics within each case study. The units of analysis in the framework reflect three main themes of intra, extra-organisational and strategic issues...