The paper develops a framework for the analysis of inter-project learning i
n different cultures, applies the framework to a comparative case study wit
hin one multinational company, and presents preliminary results about cultu
ral differences in learning patterns. The results indicate that the designe
rs in the Italian unit, representing a multi-active culture, enthusiastical
ly use meetings for the transfer of explicit knowledge between R&D projects
. In the Finnish unit, on the contrary, the designers prefer face-to-face d
iscussion and transfer of tacit as well as codified knowledge, which is typ
ical of a reactive culture. First results from the replication of the study
in a German unit reveal that this unit prefers more structured forms of co
mmunication between projects, which fits its linear-active culture. This co
mmunication style is also observed in the Swedish centre organization, repr
esenting a linear-active culture. At the end of this paper, some implicatio
ns of cultural differences for learning strategies and reward systems in gl
obal R&D project management are discussed, and directions for future resear
ch are presented.