Processus d'apprentissage organisationnel et partages de compétences à l'occasion d'une fusion

Abstract : Organizational learning is generally understood as a way to increase the competitiveness of firms. It enables them to better fit to their environment and to renovate their organization and to modify their frame of reference. Learning can be analyzed thus as an adaptive and as a reconstructive process. In this research we study the learning process in a merger and we explore how firms can learn from one another, each firm being simultaneously a learner and a teacher. The merger is understood as a way to share strategic, organizational and cultural competences. A merger of two firms implies to combine different practices and different frames of reference. In the case we studied, learning is the fruit of a systemic comparison of organizational differences between merging firms. This comparison enabled to detect some dysfunctions and to correct them. In this approach, the learning process is thus closely combined to the integration process. More precisely, we study in this merger the behavioral and cognitive dimensions of learning. We also draw a correlation between the learning process and the content of knowledge and we pay attention to the tacit and explicit nature of the knowledge. We propose a framework that combines the behavioral and cognitive dimensions and that integrates the content of knowledge and the conversion process of knowledge. We identify and informational learning concerned with facts (learning that), a learning process concerned with understanding reasons (learning why) and enabling to introduce change in mental models and a more operational learning concerned with procedural knowledge (learning how). Our research also deals with the links between organizational, collective and individual learning and identifies several barriers to learning. The merger between the two companies we studied also enables us to analyze the strategic dimension of organizational learning. The integration process contributed to an organizational transformation of the firms. This transformation was considered in an evolutionary perspective as an addition, a combination or a building of organizational competences. This merger finally modified the strategic profil of the firms and enabled the new entity to improve its competitiveness.
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Submitted on : Saturday, December 14, 2013 - 3:22:41 PM
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Frédéric Leroy. Processus d'apprentissage organisationnel et partages de compétences à l'occasion d'une fusion. Gestion et management. HEC PARIS, 2000. Français. ⟨NNT : 2000EHEC0072⟩. ⟨pastel-00918756⟩

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