Organisational learning is a dynamic, systemic and continuous organisational macroprocess, which institutionalizes organisational knowledge that is created from four processes – intuition, interpretation, integration and institutionalization – at various organisational levels – individual, group and organisational – carried out on the basis of the tension between exploration and exploitation, in which feed forward occurs for assimilation of new learnings and feedback, for the use of what has already been learned. (p. 37)

Knowledge management macro process (tacit, implicit and explicit) through the combination of sources (human and non-human), for the purpose of decision-making (strategic, tactical and operational), making use of the processes of auditing, acquisition, treatment, storage, sharing, disseminating and applying organizational knowledge to that significant knowledge (consolidated, under development and under construction) can be made available and used effectively, especially to generate learning transformational and organizational performance improvement. (p. 71)

Organisational learning governance is the organisational system for the development of dynamic capacity and self-organisation, which governs collective cognitive and behavioral processes, through an interrelated set of mechanisms, components and learning environments for coping with and giving prompt response to changes. (p. 71) Knowledge governance is the organisational system composed of structures and a set of mechanisms, formal, informal and relational, to mitigate transaction costs and risks and transfer intra- and interorganisational knowledge, established by corporate governance and knowledge management, to optimize organisational economic results. (p. 72)

As knowledge is the result of learning processes, that is, it is created and transformed by means of social interactions, the drivers of organizational transformation and innovation are dependent on governance structures, as these can enhance or block knowledge management processes, making it possible, or not, to achieve the intended results (Fleury and Oliveira Junior 2001; Freire et al. 2017).