Theoretical proposal to establish the degree of maturity of learning in organizations
DOI:
https://doi.org/10.15649/2346030X.4256Keywords:
organizational learning, human capital, organizational culture, knowledge management, organizational maturityAbstract
This article addresses organizational learning (OL) as a continuous and systemic process that is essential for the adaptation and success of businesses in competitive and changing environments. Its main objective is to identify and thoroughly review existing models for assessing the development of OL within organizations, proposing an integrative methodology that considers the multiple variables involved in this process. Through a systematic review of the academic literature, the current state of knowledge on OL management models and their relationship with business maturity levels is analyzed.
The findings indicate a lack of integrative models that address these variables holistically, highlighting the need for a comprehensive and adaptable approach. The importance of knowledge management, organizational culture, and human capital as essential pillars for the development of OL is underscored. Moreover, the relevance of a strategic approach that promotes continuous learning and innovation, as well as the creation of a favorable organizational environment that facilitates strategic alignment and the efficient use of resources, is emphasized.
The article concludes by proposing a theoretical model that identifies the key variables to characterize OL according to business management maturity, based on the integration of the reviewed theoretical approaches. This model aims to facilitate the implementation of effective practices for the development of OL, improving the performance and adaptability of organizations in dynamic environments. Future research is suggested to delve deeper into the identified variables and evaluate their practical application in different contexts of organizational maturity.
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