Organizational Learning Transformations in the Digital Age: From Knowledge Management to Cognitive Agility

Abstract

This study aims to explain the mechanisms of organizational learning transformation in the digital era and analyze the transition from traditional knowledge management to cognitive agility in fostering dynamic learning. This qualitative systematic review analyzed 11 international scholarly articles selected through a systematic search in Scopus, Web of Science, Springer, and Emerald databases. Data were coded and analyzed using NVivo 14 software through open, axial, and selective coding until theoretical saturation was achieved. The analysis focused on identifying conceptual patterns and thematic relationships between digital transformation and organizational learning dynamics. The results revealed three fundamental shifts in organizational learning: the digitalization of learning processes, the transition from knowledge management to dynamic learning management, and the emergence of cognitive agility as a core organizational capability. Technologies such as artificial intelligence, machine learning, and virtual reality have enabled intelligent, personalized, and data-driven learning models. Moreover, digital learning culture and cognitive leadership were identified as critical enablers for adaptive learning and data-informed decision-making. The findings indicate that digital transformation extends beyond technology adoption and requires a comprehensive reconfiguration of organizational cognitive, cultural, and knowledge systems. Cognitive agility acts as a critical bridge between technology and learning, empowering organizations to adapt to environmental complexity and maintain competitive resilience. The study provides a conceptual framework integrating technology, knowledge, and cognition in organizational learning.