Impact of Process Oriented Business Culture in Transforming Organizational Performance: A Case of Texaco

Abstract

The rapid advent of industrialization has confronted majority of the people with complexity and novelty of their respective organization. They are forced to cope up with an increasing number of tasks along with the open dynamic processes and changing parameters. The present study aims to evaluate the perceptions regarding Texaco’s learning culture and the role of learning cultures in achieving organizational transformation. The study also investigates national and non-national respondents employed at Texaco’s facility in Neutral Partition Zone between Saudi Arabia and Kuwait. The study has employed mixed research design using a survey based on 3-point Likert scale. The questionnaire was designed to examine the employee behavior and organizational support, whereas personal interviews were conducted for examining the awareness of employees towards the learning organization models. The results showed significant level of employee participation (p-value 0.049), commitment (0.068), innovation (p-value 0.033) and feedback (0.025). Whereas, the interview results showed that employees had a higher degree of awareness regarding organizational learning models. However, they requested training sessions for learning how to implement these models. These results have clarified that Texaco has evolved into an innovative and culturally diverse organization following Chevron’s takeover. Therefore, the study has concluded that Texaco employs knowledge sharing learning models through their knowledge management (KM) initiatives.