Purpose: The aim of this article is to analyse the theoretical views and results of empirical research
concerning the relation between organisational learning (OL) and organisational performance (OP).
Methodology: The study was carried out through extensive literature research, including relevant
literature review from databases such as ProQuest, Elsevier, Emerald and EBSCO (the phrases:
“organisational learning”, “learning organisation” and “organisational performance” were searched
in the keywords, titles or abstracts).
Findings: From a theoretical point of view, the relation between OL and OP is neither obvious nor
clear, but the analysis of the empirical studies allows one to assume that OL has an essential impact
on OP. However, differences in the strength of the relation were shown and some contradictions
related to the presence of the relation between OL and selected (mostly financial) performance
aspects identified. Furthermore, the article discusses the significant differences and inconsistencies
in the methods of measuring OL, measuring OP, selecting contextual factors and adopted
methods of data analysis.
Implications: Inconsistencies and gaps found in the studies of the relationship between OL and
OP made it possible to designate the direction for promising further research.
Value: The article presents valuable insight through its in-depth, critical analysis of the organisational
learning and organisational outcomes. First and foremost, this indicates that the formula of
the previous empirical studies does not allow for the development of precise solutions pertaining
to organisational learning management for the benefit of OP improvement.