One of the key advantages of management, which is crucial in the twenty-first century, is raising the productivity of knowledge management workers. These days, many organizations have been turning to the implementation of knowledge management. This is because the use of knowledge inside an organization is enhancing its performance. This study has been conducted to examine the effect of knowledge management on organizational performance and the mediation role of organizational learning in the Amhara Region Agricultural Research Institute. The study employed a descriptive and explanatory research design with a mixed research approach. For the quantitative method, data were collected from a survey of 216 experts and analyzed using the structural equation model (SEM). Using Amos 23.0 software, the reliability and validity of the study were tested utilizing confirmatory factor analysis. Moreover, confirmatory factor analysis was utilized to test the measurement model, and structural equation modeling was employed to measure the conceptualized hypotheses. The direct and indirect effects of knowledge management on organizational performance were rigorously tested through a quantitative approach, and the variables under the study were articulated employing the qualitative approach so as to obtain more conprehensive findings. The descriptive result revealed that knowledge acquisition, knowledge creation, and knowledge implementation had modest mean values, while knowledge transfer and storage were the lowest. With respect to the correlation value of the variables, the finding revealed that there was a strong correlation between knowledge management, organizational learning, and organizational performance. In addition, the major quantitative results demonstrated that knowledge management has a direct, significant effect that improves the Amhara Region Agricultural Research Institute in part through organizational learning, and organizational learning has also a significant direct effect on organizational performance. In aspect of the mediation effect, organizational learning has also a positively significant partial complementary mediation role in the relationship between knowledge management and organizational performance. Lastly, the qualitative research findings obtained from the interview demonstrated that the knowledge management themes, typically knowledge acquisition and knowledge creation, had been practically implemented in the institution, whereas the institution has limited practice in knowledge transfer, knowledge storage, and knowledge application. From the organizational learning theme, the result revealed that managers were committed to employing different agricultural technologies, and the system was clearly designed. In view of organizational performance, the qualitative result also revealed that the institute did a lot only on human development and research and development endeavors. Therefore, the qualitative findings had partially supported the quantitative study findings. The study has contributed additional empirical evidence of the importance of improving organizational performance through executing valuable knowledge. Thus, it is suggested that the Amhara Region Agricultural Research Institute would do better to adopt sophisticated knowledge management dimensions and broaden competency-based management, and future research would also look into other likely mediating and moderating factors such as engagement, innovation, and commitment.