The application of organizational learning theory is rare in mission command research. Driven by curiosity about how organizational learning can cause variation in used mission command, this observation-based comparative case study of A8 and I19 regiments investigates the question: How is mission command at different army units that share doctrines, leadership and are active in the same society and environment affected by the units' ability to engage in organizational learning?The results suggest that organizational learning is a refined explanation of variations in used mission command compared to cultural explanations. It directly and indirectly impacts mission command, depending on the use of single and double-loop learning. Using single-loop learning and its indicators can unintentionally hamper and lead to variations in mission command. Moving forward, the study suggests both short-term and long-term actions for military personnel and researchers to address problematic mission command with the support of organizational learning.