Aim/Purpose:
The study aims to elucidate the intricate relationship between Organizational Learning (OL) and Knowledge Management (KM), two pivotal organizational capabilities whose interplay remains enigmatic. This study ventures into the depths of this relationship, seeking to demystify the interplay between the structured, strategic management of knowledge and the more fluid, organic process of learning within an organization.

Background:
Organizational knowledge dynamics pivot on the axis of individual and collective learning processes. KM refers to a multidisciplinary approach to achieving organizational objectives by making the best use of knowledge. The collaborative knowledge culture forms the bedrock of effective OL, which, alongside KM, constitutes essential organizational competencies. As such, KM is inherently intertwined with OL, as both aim to harness intellectual capital and foster an environment conducive to continuous improvement and innovation. Yet, the nexus between OL and KM is shrouded in ambiguity, posing a conundrum that this research seeks to unravel, especially as emerging technologies reshape the landscape of knowledge sharing.

Methodology:
Employing interpretive and inductive qualitative approaches, this study gathered insights through 13 semi-structured, in-depth interviews with Human Capital Management (HCM) experts. Content analysis emerged as the principal analytical tool, processing the rich qualitative data to distill meaningful patterns and themes.

Contribution:
This research contributes to the theoretical and practical understanding of OL and KM affinities. It underscores the necessity of recognizing the complementary nature of these fields within organizational structures.

Findings:
Since the advent of the concept “learning in the flow of work,” the domain of OL has increasingly integrated key aspects from the KM discipline. The study reveals that while OL and KM are distinct domains, they are also symbiotic, thriving on each other's strengths. This interdependence is underscored by their shared focus on knowledge resource creation and intellectual capital cultivation. Often, a singular corporate entity oversees both OL and KM, indicating a convergence within organizational development paradigms. Notably, the overlapping activities between OL and KM, such as discussion forums and knowledge exchanges, underscore the challenge of demarcating disciplinary boundaries in practice. The integration of sophisticated technologies such as AI-driven analytics, cloud computing, and collaborative software has been instrumental in facilitating this convergence.

Recommendations for Practitioners:
Practitioners are encouraged to cultivate environments where OL and KM merge effortlessly, leveraging their synergies to bolster organizational effectiveness and the richness of intellectual resources.

Recommendations for Researchers:
Future research should delve into the nuanced distinctions and commonalities between the roles of learning and knowledge managers across industries, aiming to refine the theoretical frameworks that underpin these roles. Researchers should also explore the transformative potential of technology in defining these roles and in the execution of OL and KM strategies.

Impact on Society:
By clarifying the OL and KM interrelationship, this study paves the way for more informed organizational practices that can contribute to societal advancement through improved knowledge dissemination and learning methodologies.

Future Research:
Subsequent inquiries may investigate the modalities of training content accessibility at the point of need, aligning with the imperatives of real-time, on-demand learning models that resonate with contemporary work dynamics.