Aprendizagem organizacional como estratégia focada a práctica de criação de conhecimento, desenvolvimento de competências e desempenho do colaborador e da organização

El aprendizaje organizacional como estrategia centrada en la práctica de la creación de conocimiento, el desarrollo de competencias y el desempeño tanto de los empleados como de la organización.

Abstract

This study addresses organizational learning practices, focusing on the processes of knowledge creation, competency development, and organizational performance—elements deemed indispensable for organizational success. Methodologically, the study employs a qualitative approach with an interpretive focus, utilizing bibliographic research as the primary data collection technique. The results reveal a dynamic, cyclical relationship among learning practices, knowledge creation, competency development, and performance; the theories underpinning the study highlight how organizational learning practices are fundamental to sustaining the processes of creating, sharing, and effectively using knowledge—processes essential for developing the competencies required to perform organizational roles. Furthermore, regarding organizational competencies and performance, their contribution becomes effective when individual and behavioral dimensions are taken into account, as these are crucial for enabling knowledge to enhance organizational performance. Finally, the findings indicate that for a positive relationship to emerge—one where knowledge creation and competency development reach levels that boost performance—the learning process must consider individual experiences. Since a significant portion of knowledge resides within the employee, human capital becomes the focal point of this practice—a shift in perspective proposed by Lacombe and Heilborn (2008), who view the worker in the knowledge era as the primary source of generation and competitive advantage for sustaining and maintaining organizational performance.