The Impact of Organisational Learning on Innovation and Institutional Performance in Universities: A Narrative Review

Learning has established itself as a fundamental pillar for the adaptation and continuous growth of organisations. This article analyses the impact of organisational learning on innovation and institutional performance in universities, focusing on five interdependent dimensions: organisational culture, knowledge management, organisational memory, continuous feedback, and dynamic capabilities. Through a narrative review of the specialised literature, a systemic framework is proposed that conceives organisational learning as an integral and strategic process, where each dimension contributes in key ways to institutional strengthening. Organisational culture fosters shared values and readiness for change; knowledge management enables the generation and application of relevant knowledge; organisational memory guarantees the continuity and transfer of learning; constant feedback facilitates adaptation; and dynamic capabilities prepare the university to face complex and changing contexts. As a practical contribution, an operational agenda is designed that links each dimension with a strategic action, a follow-up indicator, a suggested institutional tool, and theoretical references. This proposal seeks to offer an adaptable roadmap for management teams, quality assurance units, and university management training spaces.