Competency-Building Through Organizational Recognition or Frequency of Use : Case Study of the Lafarge Group's Development of Competency in Managing Post-Merger Cultural Integration

This paper presents a study of competency-building according to two aspects: level of recognition by the organization and level of use. The study model defines four forms that competency may take: ad hoc responses, capitalization, institutionalisation, dynamic competency. This model is used for the study of the development by the Lafarge Group of a competency in managing cultural integration after international mergers and acquisitions

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Year of publication:	2008
Authors:	Prevot, Frédéric ; Guallino, Gabriel
Publisher:	[S.l.] : SSRN
Subject:	Post-Merger-Integration \| Post-merger integration \| Lernende Organisation \| Learning organization \| Übernahme \| Takeover \| Ressourcenorientierter Ansatz \| Resource-based view \| Frankreich \| France \| Zementindustrie \| Cement industry \| Kernkompetenz \| Core competency \| Marktführer \| Market leader \| Fusion \| Merger

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