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

The objective of the present study is to assess the expectations of the learning culture of Texaco and the role of learning cultures in achieving organisational transformation. The study also discusses national and non-national respondents working at Texaco’s Neutral Partition Zone facility between Saudi Arabia and Kuwait. Using a survey focused on the 3-point Likert scale, the analysis used mixed research design. The questionnaire was intended to examine the conduct of employees and organisational support, while personal interviews were performed to examine employee knowledge of the models of learning organisations. Important employee engagement levels (p-value 0.049), dedication (0.068), creativity (p-value 0.033) and input (0.025) were shown in the study. Whereas, the findings of the interview showed that workers had a greater level of knowledge of organisational learning models. However, in order to learn how to apply these models, they requested training sessions. These findings also explained that after Chevron ‘s acquisition, Texaco has developed into a creative and culturally diverse company. The study has therefore concluded that Texaco, through its knowledge management (KM) programmes, uses knowledge sharing learning models. The present study guides managers to become acquainted with the process-oriented business culture and issues related to its functional consequences, as higher levels of maturity of business process orientation contribute to better organisational results.

Author (s) Details

Dr. Shafi F. Al Dousari
UK Open University, UK and Arab Open University, Kuwait.

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