[en] In the age of instability where things are complex and rapidly changing, organizational learning and its strategic management are key for gaining a competitive advantage. Individuals and organizations need to be continuously learning — and fast — that is, need to be agile and dynamic learners (Aspin et al., 2001; Matthews, 2013). This doctoral thesis establishes how the key foundations of an Agile Development & High-Performance Ecosystem (AD&HP Ecosystem) are made tangible. An AD&HP Ecosystem is the name given to the theoretical model presented in this thesis; an Organizational Learning Structure (OLS) that contributes to the organization's competitive advantage by pursuing the agile development and high-performance of its workforce through formal and informal learning activities for individual, team, and organizational learning. This thesis responds to the theoretical gap of "How do organizations make the transition to become a learning organization?" (Tuggle, 2016, p. 456) under the premise that "Developing a learning organization is not random chance but a deliberate intervention by leaders to establish the necessary internal conditions for the organization to operate in a learning mode." (Goh & Richards, 1997, p. 577). And it is also aligned with the premise that "building architectures that encourage, facilitate and support learning is an organizational imperative" (Watkins & Kim, 2018), presenting the OLS known as the AD&HP Ecosystem. The research of this thesis is set in the Basque Country, which, although having been positively ranked as bottom one-third high performer 1in the "Lifelong learning" indicator in RIS (Regional Innovation Scoreboard) (Hollanders et al., 2019b), the learning activities promoted by local authorities adhere to formal training principles and do not consider informal learning practices. This is why it was considered interesting to conduct the research in this geographical area. Within this region, two enterprises have actively participated in this research; Laboral Kutxa S.Coop. and SENER S.A. The methodology employed was Participatory Action Research for Organizational Development following a qualitative research approach. Three intervention cycles of action and reflection were implemented in both enterprises; the purpose of the first cycle was to diagnose their current OLS; the second cycle defined the foundations of their new OLS with the active participation of various people from the organization and the third cycle initiated the creation of the newly-designed OLS. The main approach to the intervention was "Design Thinking" and the data have mainly been gathered through semi-structured interviews and direct observation supported by a reflective journal kept by the researcher. Each organization has its particularities which led to a richer discussion of the results. The results were analyzed through explanation building, logic-model analysis, and a cross-case analysis. The five main conclusions drawn from the findings of this thesis are as follows: (1) The organization's culture affects the OLS, which occurs deliberately and non-deliberately. (2) In the process of design and creation of the AD&HP Ecosystem, it is necessary to adopt an holistic approach where the users are at the center of the structure and everyone in the organization is responsible for learning. (3) The Participatory Action Research carried out with the active participation of the enterprises has been successful for deliberately changing the design of the OLS. (4) The theoretical model suggested in this thesis — and the process used for its creation — could help organizations to reflect on their current OLS and make improvements towards a more holistic and agile OLS. (5) When creating a new OLS, the organization's culture will contain both detractors and supporters when it comes to changing the key aspects of the OLS. With the purpose of making a continued contribution to the field of organizational learning and, specifically to Organizational Learning Structures, the following eight future research areas have been identified; (1) Follow-up of the two enterprises studied in this research; (2) Further research on how organizational culture and OLS are related; (3) Improving the AD&HP Ecosystem and the suggested process for its design and creation; (4) Carrying out Action Research in other enterprises to further test the AD&HP Ecosystem; (5) Developing the AD&HP Ecosystem by further research on the current trends in the L&D area; (6) Carrying out exploratory research in the Basque Country to analyze the attitude of the enterprises towards having an OLS that will support their competitiveness and business strategic needs; (7) Analyzing the AD&HP Ecosystem as a contributor to ambidexterity, and; (8) Analyzing the AD&HP Ecosystem as a contributor to organizational agility.

[eu] Ezegonkortasunaren aroan, non gauzak konplexuak diren eta azkar aldatzen diren, erakunde-ikaskuntza eta honen kudeaketa estrategikoa funtsezkoak dira lehia-abantaila lortzeko. Pertsonek eta erakundeek etengabe eta azkar ikasi behar dute, ikastun bizkorrak eta dinamikoak izan behar dute (Aspin et al., 2001; Matthews, 2013). Doktorego tesi honek "Garapen Bizkor eta Errendimendu Handiko Ekosistema" (AD&HP Ekosistema) izeneko Erakunde-Ikaskuntzako Egitura (EIE) baten funtsezko oinarriak nola egi bihurtu proposatzen du. Hori da tesi honetan aurkeztutako eredu teorikoak jaso duen izena; langileen garapen bizkor eta errendimendu handi baten bidez erakundearen lehiakortasun-abantailari lagundu nahi zaio. Horretarako, banakako, taldeko eta erakunde mailako ikaskuntza formal eta informal jardueretan oinarritutako bat sortuz. Tesi honek ondorengo hutsune teorikoari erantzuten dio "Nola egiten dute erakundeek ikaskuntza-erakunde bilakatzeko?" (Tuggle, 2016, p. 456) bi premisetan oinarrituta, bata: "Ikaskuntza-erakunde bat garatzea ez da halabeharrezko kasualitatea, baizik eta liderrek nahita beharrezkoak diren barne-baldintzak ezarriz" (Goh eta Richards, 1997, 577. or.). Bestea, "ikaskuntza sustatu, erraztu eta lagunduko duten arkitekturak eraikitzea beharrezkoa da" (Watkins & Kim, 2018). Hutsune teorikoa eta bi premisa hauek kontuan izanik, AD&HP Ekosistema izeneko EIE-a proposatu da tesi honetan. Ikerketa hau Euskal Autonomia Erkidegoan (EAEn) jorratu da, non, bi enpresa ezberdinek parte hartu duten: Laboral Kutxa S.Coop. eta Sener S.A. EAE RIS indizean (Eskualdeko Berrikuntza-Adierazleen indizean) "Bizialdi osoko ikaskuntza" adierazlea "bottom one-third High-Performer" gisa sailkatu den. Hala ere, tokiko agintariek sustatutako ikaskuntza-jarduerak prestakuntza formalera mugatzen dira, eta ez dituzte kontuan hartzen ikaskuntza informaleko praktikak. Hori dela eta, interesarritzat jo da ikerketa hau lurralde honetan burutzea. Erabilitako metodologia Erakunde Garapenerako Partaidetza Ikerketa izan da, ikerketaren ikuspegi kualitatibo bat jarraituz. Bi enpresetan ekintzarako eta hausnarketarako hiru esku-hartze ziklo egin dira: lehen zikloa, egungo EIE-aren diagnostikoa egiteko; bigarren zikloa, EIE berriaren oinarriak diseinatzeko erakundeko hainbat pertsonaren parte-hartzearekin, eta hirugarren zikloa, diseinatu berri den EIEa eraikitzen hasteko. Esku-hartzea "Design Thinking" tekinikak jarraituz egin da, eta datuak nagusiki elkarrizketa erdi-egituratuen eta zuzeneko behaketaren bidez bildu dira. Aldi berean, ikertzaileak "hausnarketa-kaiera" eraman du prozesu osoan zehar. Erakunde bakoitzak bere berezitasunak ditu, eta horrek emaitzei buruzko eztabaida aberatsago bat ahalbideratu du. Emaitza horiek azalpenak eraikiz, eredu logikoak aztertuz eta gurutzatutako kasu-azterketaren bitartez aztertu dira. Hauek izan dira tesi honen bost ondorio nagusiak: 1 2 (1) Erakundearen kulturak EIEari eragiten dio, nahita eta nahigabe gertatzen den guztiak. (2) AD&HP Ekosistema diseinatzeko eta eraikitzeko prozesuan, ikuspegi holistikoa behar da non, erabiltzaileak egituraren erdigunean dauden, eta erakundeko pertsona guztiak ikaskuntzaren arduradun diren. (3) Enpresen parte-hartzearekin egindako partaidetzazko ikerketa hau arrakastatsua izan da beren EIEaren diseinua nahita aldatzeko. (4) Tesi honetan iradokitako eredu teorikoa eta hura sortzeko prozesua baliagarriak izan daitezke beste erakundentzat; beraien egungo EIEari buruz hausnar dezaten eta EIE holistikoago eta arinago bat sortzeko. (5) Erakundearen kulturak EIE berri baten sorreran eragiten du, aspektu batzu erraztuz eta beste batzuk zailduz. Erakunde-ikaskuntzari eta, bereziki, EIEari laguntzen jarraitzeko asmoz zortzi ikerketa-hildo identifikatu dira; (1) Ikerketa honetan murgildutako bi enpresen jarraipena egitea; (2) Erakunde-kultura eta EIEa nola erlazionatzen diren gehiago ikertzea; (3) Proposatutako ekosistema eta bera eraikitzeko prozesua hobetzen jarraitzea; (4) AD&HP Ekosistema enpresa gehiagotan eraikitzea Ikerketa-Ekintza erabiliz; (5) AD&HP Ekosistema hobetzea eta eguneratzea Erakunde-Ikaskuntzako joerak aztertuz; (6) Euskal Autonomia Erkidegoan esplorazio-ikerketa bat egitea enpresek beren lehiakortasuna eta behar estrategikoak babesten dituen EIE bat izateariko duten jarrera aztertzeko; (7) AD&HP Ekosistemak erakundearen anbidexteritateari nola eragiten dion aztertzea; (8) AD&HP Ekosistemak erakundearen bizkortasunari nola eragiten dion aztertzea.