The rapid advancements in dijital technologies are significantly changing the way organizations do business, their decision-making processes, and their understanding of competition. In this process, the success of organizations has become dependent on their ability to adopt new technologies, use them in line with their strategic goals, and integrate them into learning processes. Accordingly, the concepts of digital maturity and organizational learning stand out as two fundamental elements playing a critical role in organizations achieving sustainable competitive advantage. Digital maturity refers to an organization's capacity to adopt, use, and create value from digital technologies; while organizational learning encompasses the processes of acquiring, sharing, interpreting, and transforming knowledge into organizational memory. This book chapter examines the relationship between digital maturity and organizational learning from a theoretical and conceptual perspective. The study first addresses the development and theoretical foundations of the concepts of digital maturity and organizational learning, and then evaluates the mutual interaction between the two concepts. Furthermore, the role of digital maturity and organizational learning in the formation of intelligent organizations is explained, and the contributions of this relationship to sustainable competitive advantage are discussed. Assessments conducted within the framework of resource-based, knowledge-based, and dynamic capabilities approaches demonstrate that digital technologies alone are insufficient to create a competitive advantage and must be supported by learning processes. Consequently, it is shown that digital maturity and organizational learning are mutually reinforcing strategic competencies, and this interaction contributes to the creation of sustainable competitive advantage by strengthening organizations' agility, innovation, and long-term performance.