Researchers examined the way selected Australian organizations understand and enact the notion of a learning culture. The diverse approaches that have been used to foster the learning cultures revealed through the case studies confirmed that the concept of a culture of learning was not a homogenous one. The study revealed that embedding a culture of learning was not uniformly achieved. Findings indicated all organizations faced challenges resulting from a more competitive environment, implementation of new work practices, and need for appropriately skilled staff. Analysis of the cases revealed a number of broadly similar features characterizing a commitment to learning by the organizations. Employees in all participating organizations required new types of working knowledge. In all cases, innovative systems or structures were established to support the required learning. In all cases, a more communicative workplace environment was emerging. This required employees to possess enhanced communication capacities to liaise and network with other members of the organization or to contribute more actively than previously to the decision making about work processes. Each organization was also more aware of other stakeholders or strategic partners, a factor that impacted on the learning initiatives of the organization. (Appendixes include 53 references and the 6 case studies.) (YLB)