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The dynamic capability framework has been the subject of great concern in the strategy, management and economy ields of work on account of the bearing it has to help understand the way how companies are facing changes in the setting where they work: A core issue within the context of open markets and global economies. Nonetheless, strong controversy has been sprouting up around these subjects, a controversy which should be identiied and solved so as to allow for this framework to be further expanded on as a consolidated theoretical body of thought. A survey is being made in this paper of the main areas of debate, and promissory research lines are being put forwards on the basis of a set of relevant papers being published since 1997, and being selected according with the number of times these papers have been included as footnotes quotes. [ABSTRACT FROM AUTHOR]

Organizational Learning (OL) is currently broadly acknowledged as a strategic resource for improving organizational competitiveness and, since the beginning of the 1990s, it has constituted one of the topics of research with most projection in the discipline strategic management. Under that premise, this paper proposes studying the OL concept. To do so, it first analyzes the different schools of thought defined in OL. Next, it identifies and defines each one of the dimensions essential to OL. Then, it proceeds with the empirical aspects, analyzing the data from the obtained sample. Results reveal that the limits between the management school of thought and the learning process school of thought are not as clear cut as the conceptual experts for each school advocate. The above conclusion is drawn based on the component management being more preponderant in the learning process school of thought than the importance the theory had first granted it. [ABSTRACT FROM AUTHOR]