**5. Conclusion**

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(organizational learning). Individuals learn from their experiences and errors, teams learn from shared experiences and work in groups and organizations learn from the activities and business processes that take place as part of their daily dynamic, in all these cases the experience is a key element of learning.

For learning to occur in the organization is necessary to establish the structures and mechanisms to convert knowledge of individuals and teams into collective knowledge. It is not sufficient to know that the organization learns from its experience, letting the learning and knowledge acquisition are developed in natural and spontaneous form, but to maximize learning the organization needs to develop relational contexts, workflows and formal learning processes, which help to institutionalize the knowledge so that it can be shared and used by the entire organization. In this sense, the organization should develop a core competency, learn to learn.

For the organization learn it is necessary to consider the perspectives: strategic, organizational, technological and human resources. In the strategic perspective will be necessary to align the organizational learning strategy with business strategy and objectives, in the organizational perspective will have been to create the structures and formal processes that support the learning strategy, in terms of technology will be require put into serve of the organization the technological advances to manage and share knowledge (collaborative systems and knowledge bases) and in the perspective of human resources will be necessary to coordinate human capital in a context of learning and knowledge sharing.

Along the chapter has addressed all these issues and how organizations can acquire knowledge through the analysis of experience in their activities. It has presented a methodology based on the procedures of the nuclear industry that allows other companies to implement programs of knowledge acquisition and organizational learning. The organizational learning model has been presented allows to obtain a valuable information from the analysis and evaluation of daily experience, processes that together with taking preventive, corrective and training actions, can improve greatly the efficiency of operative and management processes, avoiding future non-compliance, human errors and potentially dangerous state for people, structures and components of the organization.

The model of knowledge acquisition and organizational learning proposed has interest as empirical study, because it has been implemented successfully in the nuclear industry. This work has relevance to the business community because the model has been presented can be applied to other companies and activity sectors with the adaptations required for each particular business context. From an academic perspective, the case study makes contributions that allow contrast some of the theories of organizational learning and knowledge management have been shown in the review of literature, and may help to infer theory from practice in future works.
