Inderscience Publishers

Competence and community: post-acquisition learning processes in high-tech companies

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This paper builds on an observation study of the merger process between two high-tech companies. It contributes empirically by providing an account of the processes of learning and the emergence of strategies in the post-merger phase: theoretically, by modelling the ways in which communities of practice (founded on collective competence and tacit knowledge) may undergo rapid change; and normatively, by providing a counter-example to the received wisdom of the strategy literature that merging companies should have complementary assets and competencies.

Keywords: strategic turnaround, community of practice, mergers and acquisitions, competence, learning, management of technology

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