Rapid changes in the environment and industrial revolutions force organizations to create a culture based on transformation and learning. Especially rapid changes in technology cause organizations to change by learning. In developing economies, organizational learning has strategic importance in terms of firms developing various capabilities, increasing their productivity and being able to compete with other firms. Most studies in organization theory, industrial economics, economic history, business, management and innovation investigate how organizations learn. One of the most important reasons why organizational learning is the subject of research in these areas is the effect of rapid changes in the environment and technology on organizations. It is stated in the literature that organizational learning is a multidimensional process and occurs at the individual, group and organization levels. Organizational learning, defined as changes in the knowledge-based processes of organizations, occurs with the aim of adapting to changes in the environment, increasing competition and productivity. Organizational learning is affected by factors such as organizational culture, strategy, organizational structure, environment, power, politics, sector and resistance to change. Organizations also share information, create new knowledge and develop their capabilities by collaborating with other organizations in their environment. In other words, this collaboration leads to interorganizational learning and enables organizations to develop new capabilities. This study is important in terms of explaining various approaches to the concept of organizational learning, the factors affecting organizational learning, and the concept of interorganizational learning. It is expected that the study will contribute to the literature by encouraging research on the relationships between organizational learning, firm strategy, and performance.