Abstract
Today, many companies are operating in an extremely competitive environment where goals and results to be reached are in an accelerated and constant-improvement process. In the managerial literature, organizational learning is presented as an effective practice to improve competitiveness based on the development of managerial competencies. This paper presents three cases studies developed in Brazilian companies in which the strategies used to improve managerial competence based on the principles of organizational learning were analyzed. The results show that despite in theory being recognized by the companies as an effective strategy to develop managerial competencies, organizational learning is actually more likely to be a trial and error process.
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