This doctoral dissertation explores the organizational learning process dynamics in order to improve the understanding of the organizational performance formation, identifying the foundations that would support building and developing the intangible assets, considering the growth of the social capital, but also considering a theoretical concept to a better approach of the learning and growth perspective of the Balanced Scorecard - BSC. With the current dynamics of business-oriented environments, which seems changeable and extremely surprising, the understanding and the implementation of a learning organization are key factors to achieve high competitive levels, due to the greater ability in creating or exploring intangible assets that supports the organizational surviving for a long time with excellent performance levels. Thus, the appraisal mechanisms, associated with the consequent improvement or innovation of the products, processes, standards and management practices, have become essential. Although, the Balanced Scorecard - BSC methodology has been adopted for many organizations as a solution for the accomplishment of an integrated performance evaluation, including the measurement of intangible assets´ transformation into results, the BSC still presents gaps as it is related to the notorious accepted theories of organizational learning and, besides it, the BSC does not go beyond deeper inside the mainly human roots of those aspects. It was possible to verify the positive correlation of the trust level and the learning level with exceptional results, by the study of organizations known as excellent to work and others known as practitioners of BSC. These findings are claiming for a new revision into this performance evaluation methodology in order to adjust it to those essential questions for the management´s commitment with sustainable results in the new Knowledge Age. Finally, a new approach for the BSC model is proposed, as a way to explicit the human essence which serves as foundations of the value chain that ends into organizational results.