Um estudo de caso sobre as organiza？？es que aprendem

face to the actual organizational environment, firms are intended to achieve a climate in the organization that makes possible the implementation of innovation behaviours, creativity and continuous learning. this paper aims at understanding procedures and mechanisms that an organization should adopt to meet a new organizational paradigm - learning organizations. in this research, based on four dimensions (1) organizational culture, (2) organizational design, (3) share of information and (4) leadership, a conceptual model of "learning organization" was proposed. to validate this model, an approach of qualitative research close action-research was adopted. for the study, a single case was selected - ydream firm. in the empirical research the following sources were adopted: interview, direct observation and documental analysis. the results support that an organization, to achieve a new paradigm - learning organization, needs to apply changes in its policy. it？s crucial that leadership understands and agrees collectively with the logic of organizational restructuration proposed, and that this new organizational structure and culture, as well as all the implications that can happen, must be explained and shared clearly with all collaborators who belong to the organization. future researches, in this field, should proceed to other case studies, at a deeper degree, using an action-research methodology. this research method aims at foster changes in organizational field.