Background: The past decades two trends has been detected in the society. First of all, the new economy has brought along globalisation as a striking trend, and secondly we have been hit by some kind o f"projectification". The two trends seem to work against each other on several levels and global companies have a hard time coping with both at the same time.

Purpose: The purpose of this thesis is to describe how an international development project is organised and show what impacts a MNC structure has on its projects concerning management and communication. Method: In order to reach an understanding, a qualitative case study was performed, and several interviews with people within a Ericsson project was made. In addition, Ericsson internal material and project documentation was used.

Findings: We found that the global structure very much has an impact on the project studied and that it did not have the characteristics that, literature of today describes, is common for projects. Since the project consist of several independent subsidiary we would not like to call it a project organised in a matrix, but rather described as an "intra-corporational consortium". Because of this structure, there are implications for management and communication as well. The management, we believe, is more done by "good will", and there is a strong resistance for communicating since there is a belief that information will handle all problems.