Sustainable entrepreneurship has received substantial recognition from academics and practitioners in the last decade, with a noticeable and rapidly increases of publications on the topic. Through bibliometric techniques and tools, this study allows mapping the main academic literature on sustainable entrepreneurship and analyzes the most substantial contributions to the advances of research in this field. The chronological analysis of literature from the Web of Science-Social Sciences Citation Index (WoS-SSCI) database-until January 2018-provides new insights not previously reviewed, such as the journals, authors and articles more influential so far. As a result, 282 articles were retrieved, which were published in 140 journals and written by 663 authors affiliated to 413 institutions, from 50 countries. The analysis allowed identifying publication evolution over time, and provides clues about the opportunities for future research.

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Purpose – This paper aims to describe and analyze organizational learning processes and power dynamics during the adoption and use of an information system (IS) at a Brazilian public organization. Design/methodology/approach – A case study was chosen as the research method. Data were gathered from documents and interviews with key informants. Findings – The results indicate the existence of two learning cycles during the adoption of the IS at the organization. In the first cycle, learning occurred only at the individual level. In the second cycle, cognitive and social processes of individual and group learning were associated with power dynamics, enabling learning at the organizational level. These results reveal a relationship between the organizational learning process and the specific modes of power, notably discipline, influence, force and domination. Originality/value – The study presents empirical evidence about the conceptual relation between the organizational learning process and different forms of power in organizations. There has been limited empirical research on this topic worldwide to date, and none in the context of Brazilian organizations published in Brazil or abroad.

Purpose The purpose of this paper is to summarize the main methods and themes used on organizational learning (OL) and learning organization (LO) research in Latin American and the Caribbean. Design/methodology/approach A literature review was conducted by means of a broad and systematic strategy to locating, selecting and analyzing papers on OL/LO, written in different languages (English, Portuguese and Spanish). Systematic searches were carried out at the two databases (Web of Science’s Social Sciences Citation Index and Scopus), and 15 specific Latin American and Caribbean journals were identified as data sources for the review. A thematic analysis was carried out using NVivo and cluster analysis. Findings In all 79 papers published between 2000 and 2017 were included in the synthesis and results: 18 are theoretical papers and literature reviews and 61 are empirical papers (30 qualitative, 24 quantitative and 7 multiple methods). These empirical papers revealed the study of the OL/LO concepts in organizations located mainly in Brazil, Venezuela, Chile, Colombia, El Salvador, Mexico and Costa Rica. Five topics represent the main themes addressed on OL/LO studies in Latin America and the Caribbean and are avenues for future research in the field: (i) knowledge and KM (i.e. knowledge management), (ii) culture and leadership, (iii) innovation and improvement, (iv) learning (for example, learning process, learning styles), and (v) entrepreneurship and sustainability. Originality/value This paper provides a summary of the research methods and themes used in the OL/LO field in Latin America and the Caribbean, suggesting insights for future research.

The main purpose of this article is to examine the relationship between adaptive capability and strategic orientations in the organizational context. In order to achieve this, an empirical study was carried out in a Brazilian agency for maritime services, via a survey of 160 employees. The results show a positive correlation between all of the strategic orientation variables and their respective adaptive capability. That is, the findings show that the company's strategic orientations affect its adaptive capability, and also suggest that the stronger the respondents' perception of the company's dynamic capability, the higher its organizational adaptive capability in its market of operation.