Motivated by and accelerating the globalization process, product development is increasingly taking place in international firms with employees of various nationalities and aimed at international markets. This poses a number of new managerial challenges. This paper draws together literature on product development teams, knowledge sharing, and international product development management to form a conceptual framework of factors that influence knowledge sharing in international teams. Four in-depth case studies are used to explore and expand the understanding of the challenges associated with international product development teams. Results indicate that international product development might not be as international as would be expected and that even if many of the characteristics and problems associated with international product development in the literature are found, there are also a number of interesting underlying mechanisms that influence how well international product development teams function.