1) BackgroundOrganizations evolve and develop through the combination of knowledge, skills and abilities of its members who intend to achieve corporate objectives in order to achieve a competitive advantage, increase their market share, increase performance, foster creativity, improve financial results and a multitude of other dimensions to maintain their sustainability. One of the essential elements to enable the growth of the organization and its staff is to encourage the sharing of tacit and explicit knowledge in an environment conducive to the transfer of know-how and the achievement of final organizational learning. This occurs through a process of observation, reflection and action (Hedberg, Wolff, 2001, 537) or socialisation, externalisation, combination and internalisation (Nonaka, Toyoma and Byosière, 2001, p495). The knowledge creation process is crucial to the development of any company, as it must learn to solve problems and be guided by a shared vision to create superior value for all participants. Knowledge is found in a dual form, tacit know-how embedded in non-formalized actions, practices and experiences, explicit knowledge is articulated and formalized and can be transcribed into documents, manuals and databases (Tsui-Auch, 2001).Hofstede (1980) developed the theory of cultural dimensions by establishing five main elements to measure the influence of social culture on the values ​​of its members. This influences the behaviors of individuals within the organization and often determines group interaction and its outcome. These five dimensions are: power distance (PDI), individualism/collectivism (IDV), uncertainty avoidance (UAI), masculinity/femininity (MAS), and long-term orientation (LTO). In......middle of paper......hanism. Psychological and cultural barriers can have a negative effect on a company's creative process and reduce the hypothetical competitive advantage developed through knowledge creation activities (Levinthal, March, 1993). It is important to understand the consequences of collectivistic distance and high power on the social interaction of organizational members in building tacit knowledge and impacting a firm's explicit knowledge. As Millennials train the next generation of workers who will accept leadership positions, it is critical to understand how they view the creative process within an organization and how they interact with other groups. In demystifying the team dynamic in organizational learning, general management principles and ongoing involvement of your staff will benefit from this experience.