Abstract : Purpose – The topic of learning organizations has been under discussion for decades, but few studies have touched on the learning organization in the public sector. This study explores the applicability of implementing a governmental learning organization in Bahrain and identifying the relationship between the learning organization dimensions and organizational performance. Design/ methodology/ approach – An empirical study has been applied to collect data from 136 representatives of the public sector according to the cluster sampling technique. The research conceptual model was composed of eight independent variables: continuous learning, inquiry and dialogue, team learning, embedded systems, empowerment, system connectivity, strategic leadership, and digitalization strategy. The study instrument was the Dimensions of the Learning Organization Questionnaire, which measures the respondents’ perceptions of the learning organization dimensions on a 6-point Likert scale. The data have been analyzed mainly by IBM SPSS Statistics (version 22) to extract the study findings. Findings – The study reveals the significant relationship between organizational performance in the public sector and almost all learning organization dimensions, including continuous learning, inquiry and dialogue, team learning, empowerment, system connectivity, strategic leadership, and digitalization strategy. Hence, the learning organization is applicable in Bahrain's public sector. The most important dimensions for high organizational performance are digitalization strategy, system connectivity, and strategic leadership. Research limitations – The respondent must be aware of the organization's internal environment to answer the questions fully and fairly. Hence, the findings represent top and middle management's perception in the public sector only, which comprise the study's main limitation. Originality/ value – The findings enrich the organizational development field in general and the public sector in particular. The study findings are closely related to the characteristics of the public sector and its cultural differences. Therefore, the study has some practical implications for scientific research in the same field, and policymaking, decision-making, and human resource management practices in the governmental organizations in Bahrain. In addition, similar organizations in the Gulf Cooperation Council and the region can benefit from the study findings as well. The main recommendations of this study are to adopt the learning organization as a proactive strategy in the public sector, and to consider digitalization as a primary dimension to maintain a governmental learning organization. Keywords: Learning Organization, DLOQ, Knowledge Management, HRM, Public Sector, Government, Bahrain, Digitalization, Continuous Learning, Inquiry and Dialogue, Team Learning, Embedded Systems, Empowerment, System Connectivity, Strategic Leadership.