In Organizational Learning and Performance: The Science and Practice of Building a Learning Culture, Ryan E. Smerek offers practitioners and organizational scholars a solid foundation to understand individual and organizational learning. Drawing from research in the social sciences as well as from compelling examples of organizations, he demonstrates what it means to build a learning culture — and how it can improve one's performance. The first section of the book provides an overview of what it means to learn as an individual and how individuals vary in their openness to learn. Drawing from cognitive and personality psychology, thinking dispositions such as a growth mindset, curiosity, and intellectual humility are explored and how they help foster learning in organizations. In the second section, Smerek describes the principles of a learning culture, providing a look into the world's largest hedge fund, a renowned food company, a highly-regarded children's hospital, and a preeminent innovation and design firm. Through these examples, readers will come to understand the social norms that increase learning. These include a commitment to transparency of thinking and the pursuit of truth, 'big picture thinking,' a willingness to learn from failure, and the social norms needed to foster innovation and creativity. Organizational Learning and Performance is designed for practitioners and scholars of organizations who want to better understand the psychology of individual and organizational learning. By combining organizational examples with insights from research, this book provides readers with a unique and distinctive lens to improve both personal and organizational performance.