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In the current economic environment characterized by increasing competition and the pursuit of excellence, companies need to increase the efficiency of their production processes and management. In this sense, the policy of continuous improvement in organizations must be based on knowledge acquisition according to the experience of the company in the development of their activities and learning through the analysis of the operational experience. In recent literature several authors have found evidence of how the communications about observations, experiences and incidents are an important requisite for learning (Edmondson 1996; Van Dyck et al., 2005; Solana and Perez, 2011). Even incidents without severe consequences also have considerable learning potential (Homsma et al., 2009). Researchers have recognized the significance of organizational learning and its related concepts like the process of improving actions through better knowledge and understanding (Fiol and Lyles, 1985); the collective ability of a group to continuously expand its capacity to create the future in terms of personal mastery, shared vision, systems thinking, and team learning (Senge, 1990), identifying four necessary components: knowledge acquisition, information distribution, information interpretation and organizational memory (Huber, 1991); a structured and systematic method applied by an organization to motivate employees to learn (Dodgson, 1993). A gradual learning process by which staff learns through experiences and cooperate with other colleagues (Marchand et al., 2000). The analysis of operating experience in organizations, whether it is a requirement that comes from external bodies, as if it is a policy promoted internally to the organization, is a relevant strategy of acquiring knowledge and learning for companies (Perez and Solana, 2011). This strategy has proven effective in industries such as nuclear, to maintain a high level of efficiency and contribute to the improvement of processes and activities in such organizations, being able to apply this methodology in other companies and activity sectors. The implementation of organizational learning programs requires that the managerial attention should create opportunities for the work staff to engage in communication about incidents in order to allow for the development of shared knowledge about error incidents. Opportunities for employees to interact and discuss incidents openly may promote organizational learning (Homsma et al., 2009).

Assessment of Operational Experience as Strategy for Knowledge Acquisition and Learning in Organizations