1 n. 2 - 2020 EDITORIALE DIGITAL LEARNING AND KNOWLEDGE MANAGEMENT Mariacristina Bonti, Enrico Cori, Fabrizio Montanari, Teresina Torre * The study of learning and knowledge management has attracted the attention of a large number of organizational scholars. One of the main tenets emerging from extant literature is that organizations’ capabilities of using and improving their knowledge stocks represent an important driver for superior performances in different sectors (Grant, 1996; Inkinen, 2016; Wu, Chen, 2014). For example, scholars agree that how organizations manage knowledge stocks across their departments or units affect their ability to support innovation, which is fundamental to successfully compete in contemporary markets (e.g., Palacios, Gil, Garrigos. 2009; Phelps, Heidl, Wadhwa, 2012). Similarly, organizational process and practices aimed at developing new skills and disseminating knowledge and information among employees are key to create a breeding ground for innovation as well as for coping with continuously changing environment (e.g., Chien, Tsai, 2012; Lee, Kim, Kim, 2012). In this perspective, this topic has represented a fertile field both on the academic side and on the managerial one. Recent advancements in digital technologies have induced significant changes that affect organizational life in diverse realms and at different levels. For example, they have blurred the boundaries between work and non-work domains, thus becoming pervasive of personal everyday life and inducing both positive and negative consequences in terms of experienced well-being and work-life balance (Barley, Meyerson, Grodal, 2011). Moreover, the rapid pace of technological innovation, adoption and disruption has contributed to increasing the complexity of the contemporary economic scenario in which organizations operate (North, Maier, Haas, 2018; Schwa, 2016). Indeed, new digital technologies have reduced dramatically the span of life cycles of products and services, thus urging managers to make decisions more quickly and sustain continuous innovation processes in order to adapt fast and proactively to continuous changes in business models and consumer preferences. Such a technological (r)evolution has also impacted the way that work is structured and carried out, posing several challenges in redesigning workplace, work processes, and even work contents and relationships (Colbert, Yee, George, 2016; Dery, Ina, van der Meulen 2017). Organizations are in the midst of such a reflection that involves several aspects of their functioning, from selection processes to organizational design solutions. In this vein, several questions emerge about what learning and knowledge management processes are more suited to cope with contemporary challenges and fast-pace changing contextual conditions. * DOI: 10.15167/1824-3576/IPEJM2020.2.1277