The evolving role of public research institutes in the world in the recent decades has placed significant challenges for them. Governments and stakeholders continue to question their relevance and their ability to adapt to the changing circumstances and demands from society. Attempts to develop new organizational models and management strategies are common in both developed and emerging economies. Public R&D laboratories are thus faced with the need to undertake rapid organizational learning processes in order to adapt and to maintain legitimacy. However, these learning processes may be more complex and difficult when the institutional arrangements in which these organizations are nested are themselves immature. We present an analysis of those learning processes on the basis organizational case studies in Mexico and abroad. Theoretical and policy issues are discussed.The evolving role of public research institutes in the world in the recent decades has placed significant challenges for them. Governments and stakeholders continue to question their relevance and their ability to adapt to the changing circumstances and demands from society. Attempts to develop new organizational models and management strategies are common in both developed and emerging economies. Public R&D laboratories are thus faced with the need to undertake rapid organizational learning processes in order to adapt and to maintain legitimacy. However, these learning processes may be more complex and difficult when the institutional arrangements in which these organizations are nested are themselves immature. We present an analysis of those learning processes on the basis organizational case studies in Mexico and abroad. Theoretical and policy issues are discussed.The evolving role of public research institutes in the world in the recent decades has placed significant challenges for them. Governments and stakeholders continue to question their relevance and their ability to adapt to the changing circumstances and demands from society. Attempts to develop new organizational models and management strategies are common in both developed and emerging economies. Public R&D laboratories are thus faced with the need to undertake rapid organizational learning processes in order to adapt and to maintain legitimacy. However, these learning processes may be more complex and difficult when the institutional arrangements in which these organizations are nested are themselves immature. We present an analysis of those learning processes on the basis organizational case studies in Mexico and abroad. Theoretical and policy issues are discussed.