ORGANIZATIONAL LEARNING AND KNOWLEDGE MANAGEMENT

This paper deals with the relationship between organizational learning and social learning that can be seen as a solution for overcoming the knowledge management strategy. The paper presents the factors, determinants and linkage in order to transform the power of knowledge as a "soft engine power" for future development in education, research and implementing of new technologies for a wide range of key stakeholders and beneficiaries. Working from "felt meaning makes" (Walkerden 2005) can do collaboration easier. Making sense together, embracing learning within a social context and in a specific social capital level (based on trust), is important because we each embody personal and disciplinary limitations. Social learning can be very useful hinges on our abilities to work together. Reflexions on mutual learning at each stage facilitate ongoing process of social learning and adaptive knowledge management.