This paper addresses the links between cognitive and behavioural learning at both a theoretical and empirical level. An integrative model is developed which identifies a number of conceptually distinct learning modes and which incorporates the tacit aspect of knowledge. An empirical illustration of this model is provided in the form of a case study of a merger of two companies in the BSN-Danone Group. Mergers provide firms with opportunities for shared learning but this study also identifies several barriers to learning. The managerial implications of an integrated approach to organizational learning are also discussed.