Purpose: This study aims to introduce adaptive performance as an organizational performance dimension and examine the possible dynamics between the dimensions of a learning organization and adaptive performance. Design/methodology/approach: This study used a survey and applied factor analysis and structural equation modeling analysis. Findings: The results supported adaptive performance as an organizational performance dimension. Also, the findings of this study empirically proved that perceived knowledge and adaptive performance mediate the positive relationship between a learning organization and perceived financial performance. Research limitations/implications: In addition to the current Dimensions of a Learning Organization Questionnaire (DLOQ) studies, this study revealed that adaptive performance, one of the nonfinancial outcomes improved by learning, had a significant effect on financial performance. Also, this study provided evidence of the additional construct validity of the DLOQ, particularly its performance measures. Practical implications: This study advises practitioners to take a close look at how learning and organization development activities improve organizational performance overall. Originality/value: This study supported a claim that learning and organization development activities in organizations have a strong potential to induce variance in intangible performance.