. Moreover, Some attempts to describe the emerging organizational forms of NPD have been done. However, to our knowledge, the classifications proposed cannot capture the diversity in the GPD organizational forms being too generic In particular, based on the concepts of outsourcing (i.e., the ownership of the resources involved in NPD activities) and offshoring (i.e., the location of the resources involved in NPD activities ), Eppinger and Chitkara [3] suggest four fundamental organizational forms of NPD, i.e. centralized, local outsourcing, captive offshore and global outsourcing. Besides, PTC [15] defines a GPD maturity model composed by five levels, from a totally centralized solution, to a globally dispersed one. GPD teams assume very high importance. They are defined as " teams comprised of individuals who work and live in different countries and are culturally diverse " [16]. Global teams can be used to exploit globally dispersed competencies, without the necessity to locate all the members in the same location. The possibility to locate people coming from different countries in the same place, leads to the development of global products that can satisfy the needs of different markets, ], a study on how supply chain management (SCM) is integrated to GPD in the global context is missing

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