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

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. The present study guides the managers to familiarize themselves with the process-oriented
business culture and issues related to its practical implications because higher levels of business
process orientation maturity lead to better organizational performance.