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Underlying Dimensions and Organizational Values in Organizational Learning: Strategy for Capacity Building in Developing Countries
2013
Journal of Technology Management & Innovation
The idea that organizational learning is closely linked to innovation became firmly established by the end of the nineties (Argyris and Schön, 1978; Watkins and Marsick, 1993; Nonaka and Takeuchi, 1995) , however, very little research in these topics is done in developing countries. Therefore, the objective of this article is to expose the underlying dimensions as well as the organizational values that should characterize an organizational learning process, as a strategy for technological
doi:10.4067/s0718-27242013000400006
fatcat:wfi4srgj7ffcdj6mjrs7uxx4ma