The relation between organizational learning and the organization’s performance has been theoretically documented but more empirical research is needed to contrast possible associations between these variables. That is what motivated this paper that starts out with the theoretical assumption that organizational learning is a dynamic capability as explained in the theory of resources and capabilities that assumes that an organization’s performance is a social construct measured by yield perceptions. Empirical contrasting was done in 45 middle-sized and large companies, using an explanatory-type quantitative design. Multivariate methods were used, such as variance analysis (Anova), cluster analysis, and main component analysis. The results gave evidence that enable accepting the hypothesis that the learning capability influences the organization’s performance.