Community colleges are seeking operational efficiencies and related cost savings or cost avoidance strategies to compete in today's competitive higher education marketplace (American Association of Community Colleges, 2014; Amey, 2010; Educause, 2014; Phelan, 2014). One way to realize operational efficiencies is to enhance organizational knowledge through participation in inter-organizational networks (Amey, 2010; Educause, 2014; Geithner & Schulz, 2010; Oelze, Hoejmose, Habisch & Millington, 2016; Schulz & Geithner, 2010). However, it is unclear how organizational learning occurs, what learning barriers and enablers exist and how they interrupt the organizational learning process at a community college participating in an inter-organizational network. If organizational learning is hindered by barriers, and efficiencies and cost savings are not realized, the focus of the community college may be directed away from the core mission of teaching and student success to economic survival. The purpose of this research was to explore organizational learning, learning barriers and learning enablers within a community college. The community college participates in an upstate New York inter-organizational network seeking organizational performance improvement strategies to remain competitive in today's challenging market driven environment of higher education. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]