Abstract

Purpose: To evaluate the barriers for implementing learning policy to transform Texaco into a Learning Organization. Design/Methodology: The study has incorporated quantitative approach and distributed 200 questionnaires among the employees of Texaco, out of which 189 questionnaires were received with complete responses. The extent of paradigm shift to take place in Texaco was estimated by conducting personal interviews. Chi-Square and ANOVA test have been applied through SPSS on the dependent and independent variables. Findings: Non-Learning culture (p=0.000), Limited resources (p=0.001), Program Focus (p=0.00) and not discussing the un-discussible (p=0.00) have been found as the main barriers in the way of transformation of Texaco as a learning organization. Research Implications: The implication of this research can help to adopt the positive transformational changes of the company. Practical Implications: The findings can help Texaco to identify the potential barriers and mitigate their influence on their business operations. Social Implication: Positive societal influence can be significant in improving the competitive strategy of Texaco. Originality: The changes in the organizational process can be implemented to improve the learning policy of Texaco.

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