This thesis explores how organizational learning in NASA's Landsat satellite program is explained by Knowledge Management (KM) and the Learning Curve (LC) model. Qualitative data from NASA's LLIS and APPEL systems further demonstrates that knowledge transfer improved reliability, mission longevity, and operational stability. Regression analysis of nine missions demonstrates that cost efficiency increased with cumulative experience, particularly after eliminating outlier missions (Landsat 1 and 5). These results show that NASA's learning is complex, integrating institutionalized experience sharing with technological advancement. All things considered, the Landsat program serves as an example of how effective knowledge management and ongoing organizational learning maintain performance and innovation over decades of space operation.