Purpose: The purpose of this paper is to broaden previous work on organizational learning and the factors that influence learning in organizational settings. Design/methodology/approach: Qualitative and quantitative research methods that included in-depth interviews and questionnaire distribution were used. Data gathered were analyzed using qualitative analysis along with statistical Pearson correlation and multiple regression analysis. Findings: Research results indicate that individual motivation to learn, team dynamics, and organization culture practices all have a significant level of influence on organization learning sustainability in non-profit organizations. Research limitations/implications: This study provides a better understanding of what influences learning in organizations. The study adds on to existing definitions, theories and concepts and enables another depth of understanding to be explored. A major limitation of this study is its focus on the non-profit sector and a selected number of organizations thereby limiting its applicability and ability to be generalized. Practical implications: The findings of the study can help differentiate the learning phenomenon that takes place in organizations. Moreover, non-profit organizations as well as managers and leaders would be able to better appreciate the learning that takes place in their organizations and create interventions that would enable them to motivate employees to learn effectively, enhance team dynamics, and shape their organization culture to promote their overall learning performance. Originality/value: More empirical research is needed to better understand the nature of learning in organizations. This research adds to other empirical studies on organization learning while providing a basis for studying the factors that influence an organization's ability to sustain its learning in the long run. (Contains 1 figure and 5 tables.)