Aim: to provide a comprehensive frame of reference of knowledge management and organizational learning, its main definitions and knowledge management models. Results: day after day these subjects take a greater interest by organizations that should be making ongoing efforts to achieve their addressing, in search of competitive advantages and added value that those represent for their development. However, the review of the literature often analyzes these two constructs in an isolated way, without evidencing its due articulation between both organizational systems. Conclusion: it is paramount to generate facilitating processes of organizational learning through dynamic practices that prioritize human, organizational and relational capital, which act synergistically for the configuration of intelligent organizations to ensure their sustainability.