The present study aimed to explain the relationship between organizational learning and organizational culture. This research is based on developmental research in terms of its purpose, is qualitative in nature, and is a systematic literature review in terms of its method. The statistical population includes 15 studies conducted on the topic of the research between 1389 and 1400, which were published in reputable scientific databases and were selected for in-depth review. The research findings were presented and explained in the form of two basic questions. The findings show that organizational learning is a dynamic and multi-level process that is formed by the interaction between individual, group, and organizational learning. Organizational culture, as the main context of this process, can have a facilitating or inhibiting role. The results of the research indicate that dimensions such as innovation, teamwork, participation, and risk acceptance in organizational culture have a direct impact on the effectiveness of organizational learning. On the other hand, hierarchical cultures limit organizational learning by creating communication barriers and reducing flexibility. Also, organizational factors such as transformational leadership, decentralized structures, and efficient information systems have been identified as mediating variables in strengthening the relationship between organizational culture and organizational learning. This research provides a framework that shows that organizations can enhance their learning capabilities by developing a learning culture, strengthening organizational dialogue, and designing flexible structures. It can also help organizational managers design strategies to develop organizational culture and improve learning processes.