Organizational Learning Capability

Learning capability refers to those factors that facilitate organizational learning [29,30]. This is a concept related to the renewal of dynamic and continuous knowledge. Knowledge renewal is undoubtedly the greatest source of ability to learn and explore new knowledge while exploiting already known knowledge [31]. Organizational learning is a broad concept and occurs both within and outside of the organization itself [32].

Lichtenthaler [33] classified organizational learning into three processes: exploratory, exploitative and transformative. All three processes have positive effects on PRAC. Organizational learning requires organizations to plan, visualize and transact. According to Chiva et al. [34], OLC was born from experimentation, risk-taking, interaction with the external environment, dialogue and participatory decision-making.

Experimentation is the search for new ideas by firms, whereby they are curious to know or make changes in work processes. Risk-taking shows tolerance for ambiguity, uncertainty and mistakes that lead to organizational learning. Interaction with the environment shows the breadth of the firm's relationships with its environment. Dialogue is the collective search for assumptions, processes and certainties. Finally, decision making relates to the collaboration and participation that employees have in the process [35]
