Continuous learning in global product development: a cross-cultural comparison

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.