Due to the increasingly volatile, uncertain, complex, and ambiguous environment, the development and implementation of discontinuous innovation is becoming more critical for firms' survival and development. However, previous studies on discontinuous innovation have mainly focused on theoretical research, and little is known about how to systematically cultivate and implement discontinuous innovation. Based on upper echelons theory and social cognitive theory, it has been probed that CEO advice seeking may be an important driver of discontinuous innovation, with relational learning playing a mediating role, and corporate entrepreneurial orientation playing a moderating role. Data collected from 289 CEOs have shown that both external and internal advice seeking are important determinants of a firm's discontinuous innovation; relational learning has played a partial mediating role in these relationships. Additionally, corporate entrepreneurial orientation has been found to positively moderate the mediating role of relational learning in the relationship between CEO internal advice seeking and discontinuous innovation. Surprisingly, the interaction of CEO external advice seeking and corporate entrepreneurial orientation on subsequent discontinuous innovation is indistinctive. The findings of this study have important theoretical and practical implications for cultivating discontinuous innovation, utilizing CEO advice seeking, optimizing relational learning capability, and promoting corporate entrepreneurial orientation.