| Abstract: | Knowledge generation is a cornerstone of new product development, and post‐project reviews (PPRs) are widely recognized as a facilitator of project‐to‐project learning. Empirical research on PPRs is sparse, so this paper describes four in‐depth exploratory case studies that look at how PPRs are conducted and the learning that can result. The results indicate that appropriately managed PPRs can make a significant contribution to knowledge generation and exchange. In addition, the study indicates the urgent need for more research into this important area. |
