This study examines the relationship between entrepreneurial orientation (EO) and firm performance, incorporating learning orientation (LO) as a mediator. Using data from 213 medium-to-large UK firms, the study finds that LO mediates the relationship between EO and firm performance. The study also tests whether the links between EO and LO vary in strength across different firm strategy types, as defined by Miles and Snow's typology. The results show that the EO-LO-performance relationship is stronger for prospectors than for analyzers. The study concludes that LO is crucial for maximizing the impact of EO on firm performance and that it is an important dimension, along with EO, to distinguish prospectors from analyzers. The findings contribute to the literature on entrepreneurship and organizational learning, highlighting the importance of LO in the context of medium-to-large firms.This study examines the relationship between entrepreneurial orientation (EO) and firm performance, incorporating learning orientation (LO) as a mediator. Using data from 213 medium-to-large UK firms, the study finds that LO mediates the relationship between EO and firm performance. The study also tests whether the links between EO and LO vary in strength across different firm strategy types, as defined by Miles and Snow's typology. The results show that the EO-LO-performance relationship is stronger for prospectors than for analyzers. The study concludes that LO is crucial for maximizing the impact of EO on firm performance and that it is an important dimension, along with EO, to distinguish prospectors from analyzers. The findings contribute to the literature on entrepreneurship and organizational learning, highlighting the importance of LO in the context of medium-to-large firms.