Although there is much emphasis on the importance of organizational learning culture and dynamic capability, little attention has been paid to their interactions and joint effects on performance. While the concept of dynamic capability has received increasing attention and numerous propositions have been suggested, few empirical studies have been conducted to examine its antecedents and outcomes. In this way, the paper aims to analyze how firms build dynamic capabilities, through organizational learning culture. We proposed an approach based on survey data, collected on a sample of high-tech companies. Organizational Learning Culture was analyzed as independent variables in terms of its effect of two different types of dependent variables (Dynamic Capability, Organizational Performance). Structural Equation Model was used to identify correlation between afore mentioned measures. This methodology puts in evidence that process management needs to be aligned with organizational contextual variables in order to build firms’ dynamic capabilities and consequently yield performance. Differently from much studies in this area (Hung et al., 2007), this study examine the mediating role of dynamic capabilities in the relationship between organizational learning culture and organizational performance, which contributes to make it particularly distinctive. Results of this paper highlight that organizational learning culture matters since it is strongly associated with variables influenced organizational dynamic capability and performance. Thus, when managers cultivate organizational learning culture in their organizations, should also consider to develop their dynamic capability in order to influence their organizational performance effectively.