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.