Learning from failure is crucial for organizations to prevent the recurrence of failures and enhance their performance. However, numerous organizations encounter difficulties in effectively learning from failures, potentially because of the ineffective functioning of organizational memory. This study investigated the efficacy of the organizational memory mechanism in facilitating learning from organizational failure by extending a previously developed model of the organizational memory mechanism in learning from failure. A hypothetical model was constructed and analyzed using quantitative data collected through a questionnaire survey administered to employees of various Japanese companies in March 2024. Covariance structure analysis was employed to validate the model. The results indicate that organizational memory in the context of learning from failure exerts a significant influence on the effectiveness of organizational learning, with the extended hypothetical model demonstrating a high degree of fit. These findings suggest that a well-functioning organizational memory is associated with an increased likelihood of successful organizational learning from failure. This study contributes to the literature by extending the previous organizational memory model for organizational learning and knowledge management, and provides practical implications for organizations experiencing challenges with learning from failure. However, the limitations include the need for further investigation into the reproducibility of the model’s goodness of fit and its applicability to organizations that successfully implement learning from failure.