S p i r i t ua l i t y S t u d i e s 7 - 1 S p r i n g 2 0 2 1 7 5 Raysa Geaquinto Rocha outcome of the use of knowledge will not always correspond to expectations (error). Then, it is necessary members’ reflection, using organizational memory, and the discovery of new means to achieve the expected outcome (Argyris and Schön 1978). An ongoing reflection and feedback are necessary for continuous learning in the organization (Bennet and Bennet 2007). Thus, the organization must prioritize the quality of the knowledge possessed and its correct application (knowing) (Rowley and Gibbs 2008; Senge 1990; Nonaka and Takeuchi 2019; Rooney and McKenna 2007). Tab. 2. Results Categorization Concerning their Theoretical Approach Theoretical Approach Authors Knowledge Management Knowledge/Knowing Polanyi (1958); Cook and Brown (1999) Knowledge Creation/Sharing Grant (1996); Nonaka and Takeuchi (2019) Shared Contexts (ba) Nonaka and Konno (1998); Nonaka and Takeuchi (2019) Organizational Learning Argyris and Schön (1978); Senge (1990); Popper and Lipshitz (2004) Organizational Spirituality Leaders’ Spirituality Fry (2003); Karakas (2010a) Individual Spirituality Elkins (1988); Bennet and Bennet (2007); Pawar (2017) Workplace’ Spirituality Ashmos and Duchon (2000); Giacalone and Jurkiewicz (2003) Gotsis and Kortezi (2008) Organizational Spirituality Karakas (2010b); Rocha and Pinheiro (2020b) Organizational Practical Wisdom (phronesis) Leaders’ Practical Wisdom Nonaka and Takeuchi (2011, 2019); McKenna and Rooney (2019) Individual Practical Wisdom Aristotle (1893); Aquinas (1485) Workplaces’ Practical Wisdom Erden, von Krogh, and Nonaka (2008); Rocha and Pinheiro (2020a) Organizational Practical Wisdom Bierly, Kessler, and Christensen (2000); Rooney and McKenna (2007); Rowley and Gibbs (2008); Zaidman and Goldstein-Gidoni (2011); Nonaka and Takeuchi (2019)
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