Would attitude moderate organizational performance? A case study on the oil and gas industry

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Abstract

While a founder’s hard work and intelligence are imperative for business success, it also depends on the workforce at every level of the hierarchy. For this reason, academics and organizational managements are increasingly interested in research on organizational performance and human capital. In addition, emphasis is being made on the significance of organizational culture as a catalyst or inhibitor for organizational performance. The petroleum industry is Kuwait’s largest industry, making up about fifty percent of the country’s gross domestic product (GDP). Thus, it is concluded that the relevance to the following paper’s introduction has become appropriate in light of the most recent and recurring papers. This makes it important to analyze the impact of dimensions of human capital, such as skills, attitude, and knowledge, on organizational performance. This study examined a population of Kuwaiti workers employed at private oil and gas companies. Out of 690 questionnaires, 512 responses were returned, and 373 of these were deemed valuable for analysis. The data analysis was done using structural equation modelling (SEM) with the SmartPLS 3.0 software. Probability random sampling was utilized for sample selection in this study. Skills, attitudes, and knowledge significantly affect organizational performance among Kuwait’s employees who work in the private gas and oil sector.

Keywords: Human Capital, Skills, Knowledge, Attitude, Power Distance, Organizational Performance, Kuwaiti Private Oil and Gas Industry

Authors’ individual contribution: The Author is responsible for all the contributions to the paper according to CRediT (Contributor Roles Taxonomy) standards.

Declaration of conflicting interests: The Author declares that there is no conflict of interest.

JEL Classification: L20, L21, L23

Received: 16.01.2023
Accepted: 15.05.2023
Published online: 18.05.2023

How to cite this paper: Baroun, A. (2023). Would attitude moderate organizational performance? A case study on the oil and gas industry [Special issue]. Corporate Governance and Organizational Behavior Review, 7(2), 373–384. https://doi.org/10.22495/cgobrv7i2sip15