The impact of organizational empowerment practices and learning organization on firm performance

Abstract

Organizations adapt and implement different strategies and practices in order to improve and enhance its performance and competitiveness in the marketplace. This study investigates the impact of organizational empowerment practices and learning organization on organizational performance of Abu Dhabi National Oil Company (ADNOC) in the UAE. The study contributes to the knowledge by investigating empirical data about organizational empowerment practices, learning organization, and organizational performance and elaborating it in the context of the oil industry in the UAE. The study adopted the quantitative approach and explored participants from different managerial levels. A total number of 212 valid questionnaires were used for analysis. Further, appropriate statistical tests were used to examine the model validation and hypotheses verification. The literature findings suggest that organization performance and organizational commitment increase as the organization invests in training its employees. The study concluded that an increase in communication, rewards, stimulus culture, and sharing of vision among managers, supervisors, or mid-managers could positively impact the performance of ADNOC.