Organizational learning and firm performance: a systematic review

Purpose This study aims to systematically review empirical research on the relationship between organizational learning (OL) and firm performance (FP) to evaluate how far the field has come. Design/methodology/approach This study follows a systematic, transparent and replicable approach suggested by Vom Brocke et al. (2009) to conduct a systematic review. A total of 52 empirical studies published over the years 1999–2019 was retrieved and analyzed. Findings Three key themes related to the OL–FP relationship have emerged from the review. First, research on OL and FP has been quantitatively conducted in a variety of countries and sectors. Second, dimensions of OL foster both financial and non-financial performance of firms through their combinations and interactions. Third, the relationship between OL and FP is mediated by organizational innovation. Research limitations/implications The literature search returned only quantitative studies on OL and FP, which was accepted within the scope of this review. Future studies are encouraged to systematically examine case studies and qualitative research on OL and FP. Practical implications This review demonstrates that FP can be improved through different dimensions of OL. Based on our findings, managers wanting to enhance the performance of their firms can analyze the demand for OL and develop those OL dimensions. Originality/value This is among the first systematic literature reviews on OL and FP. The findings of this study also contribute to the previously scattered understanding of OL and FP.