The critique voiced by Non-Governmental Organizations (NGOs) asks corporations to act responsibly and legitimately, in short to learn morally. Traditional theories of organizational learning have centred on organizational efficacy and efficiency and do not formulate a theory of moral organizational learning. By use of the case study of Citigroup and the critique voiced by the Rainforest Action Network this paper explores organizational moral learning paths and sketches a new approach to moral organizational development. In the conflict Citigroup learned to formulate new moral arguments to justify its behaviour and institutionalized new organizational structures to embed responsibility in its practices.