Abstract
Organizational learning cultures are key determinants of innovation. Despite growing recognition of their importance,
establishing organizational learning cultures remains challenging, highlighting the need for a deeper understanding of how to do
so. This study scrutinizes the process of developing an organizational learning culture, exploring the role of formal and informal
learning. It addresses the need for research on the relationship between formal and informal learning in general, and specifically
in the context of culture development. Drawing on a multiple case study, our findings reveal that formal and informal learning
complement each other in the development of organizational learning culture. Engagement in learning interventions composed
of both forms of learning is associated with a spectrum of learning flexibility, ranging from static to dynamic. Furthermore,
throughout the journey towards an organizational learning culture, ownership of learning shifts. Learning evolves from being
manager-driven to employee-led, with managers adopting a supportive role and exercising what can be described as learning
leadership. This progression reflects increasing learner agency throughout the process.