**5. Team-member exchange**

The relationship of support or exchange between an individual and his or her work team (team-member exchange (TMX)) is defined as the quality of the interpersonal relationships that exist between the said individual and his or her teammates, understood in an integral sense [110, 111].

**4. Organizational learning capability**

unit cost of production [93], and innovation [94].

element [101–104].

174 Leadership

improvement [19, 23, 30, 107].

**5. Team-member exchange**

Today, organizational learning capability (OLC) emerges as an essential competence for organizations that are capable of evaluating their environment in order to identify opportunities, threats, and pressures for change. It means to develop strategic competences through the learning at all levels of the organization. Studies have shown that organizational learning affects competitive advantage [88]. Also, it affects financial and nonfinancial performance [89–91] and plays a part in the tangible and intangible benefits of strategic alliances [92], the

The organization learning capability (OLC) establishes the levels of capability an organization has to apply management practices and maintain a precise and appropriate structure and procedures that enable it to improve, facilitate, and promote learning. This permits the organization to facilitate and promote learning [95]. Goh [96] believes that the growth of these

Conducting an important review of the literature, Jerez et al. [97] proposed a four-dimensional model that determines organizational learning capability. These dimensions are the commitment by management, a system perspective, openness and experimentation, and knowledge integration and transfer. The first dimension, the commitment by management, refers to the fact that management must recognize the importance of learning, developing a culture that promotes the acquisition, creation, and transfer of knowledge as basic organizational values [19, 98–100], and also articulating a strategic vision of learning, making it, in turn, a central

The system perspective involves guiding the organization and its members a common identity [30, 105]. Individuals of all levels in the organization must have a clear vision of the objectives and understand how they can assist in their development [101, 106]. Striving for a climate of openness and experimentation necessitates generative learning and mental openness that welcomes the arrival of new ideas and perspectives, both internal and external. This permits constant actualization of the individual knowledge, its expansion, and its

Knowledge integration and transfer are the fourth dimension, which refers to the two closely related processes that occur simultaneously: the internal transfer and the integration of knowledge. The efficacy of these two processes is based on the prior existence of the capacity for absorption [108], which implies the elimination of internal barriers that prevent the transfer of the best practices inside the company [109]. Jerez-Gomez et al. [97] used these four dimensions to develop and successfully test a scale to measure organizational learning capability.

The relationship of support or exchange between an individual and his or her work team (team-member exchange (TMX)) is defined as the quality of the interpersonal relationships

practices will promote greater learning capacity throughout the organization.

This concept, initially proposed by Seers [110, 111] as a construct for generating functions complementary to the quality of the leader-member exchange (LMX), specifically refers to "the individual's perception of his or her exchange relationship with peers within the work group as a whole" ([110, 111] pp. 119).

Based on LMX theory, [110, 111] suggested that individuals are involved in a process of establishing functions with their work groups. Thus, TMX theory, different to LMX theory, is based on functional theory [112] and social exchange theory [113, 114]. This theory suggests that an individual's responses at work are the product of the interaction between the individual and the set of the issuers of functions with which he or she generally interacts.

Normally, the key members in terms of his/her set of functions are his/her supervisor and colleagues. However, [110, 111] indicates that research on this phenomenon is focused on the supervisor as the issuer of functions, neglecting the effects of work relationships among colleagues in the individual's group. For him, this aspect represents a high importance and is of special interest.

Empirical studies have shown that the quality of TMX is related to the job satisfaction of its members and their performance [110, 111], as well as the identification, commitment, and turnover rate of the team members [115]. The average level of TMX within a work team is expected to correspond to the group's effectiveness.
