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This study aims at investigating the impact of some selected organizational and cultural factors on organizational learning (OL). It also attempts to study the moderating role of management support on the influential relationship between these organizational and cultural factors and OL within the context of Jordanian mining sector (JMS).

A descriptive-analytical approach is applied to collect and analyze the data. A survey questionnaire is used as a primary data collection instrument. The study sample includes 400 participants from the seven selected manufacturing companies within the context of JMS. Smart PLS 3 and IBM SPSS version 25 were applied to answer the study questions and to test the hypotheses.

Organization strategy has a statistical significant impact on OL. Moreover, cultural factors (innovation; teamwork; knowledge sharing) have a significant impact on OL. The results of the moderating variable revealed that the level of management support is not moderating the relationship between organizational factors and OL. Nonetheless, it is revealed that management support is moderating the relationship between organizational culture and OL.

It seems that a continuous management support is an important facilitating feature to motivate a learning culture. Cultural attributes, including innovation, teamwork and knowledge sharing must be taken into consideration as facilitating factors to encourage OL. Gradual changes must be introduced to create innovative, teamwork and knowledge-sharing culture. Additionally, a specific strategic goal should be part of the organizational corporate strategy and action plans must be developed to achieve this goal in a systematic manner.

The inclusion of management support as a moderating factor could add an original contribution to the current body of knowledge concerning OL. Moreover, this study argues that the core concept of learning might be there but a systematic process of learning and the contextual factors influencing this concept still need more concern.

This study aims to examine the impact of knowledge management processes (KMPs) on business transformation (BT) as mediated by business agility (BA).

The study is a quantitative, descriptive and analytical study. A two-stage sampling was selected. A total of 380 questionnaires were distributed using a self-administered survey to six companies representing the study context. A total of 362 questionnaires were collected and analyzed using SPSS and Path analysis (AMOS-22), with a response rate of 95.2%.

The study revealed that creation, storage, sharing and application of knowledge had statistically significant impact on BT. Moreover, the results revealed that BA had a positive effect on BT. Finally, this study confirms the mediating role of BA.

This study has several practical implications. These include, but are not limited to, more focus on both the KMPs and BT dimensions to improve their levels. There is also a need to search for other factors that can support BT efforts to enhance the growth potential and survival of business organizations.

The study confirms that KMPs can facilitate transforming of business to cope with unending environmental changes. Considering the scarcity of the available empirical as well as theoretical studies within the Jordanian as well as the overall Arab countries context, the study and its findings are expected to provide some insights and useful contribution concerning the potential mediating impact of BA, which, as revealed by the literature review, has rarely been considered in previous studies. This could open the door for further research to understand the mechanisms of BT and its predictive variables.

The purpose of this research is to explore the influence of the knowledge conversion processes (KCP) on the success of a learning organization (LO) strategy implementation.

Using a case study approach, the research model examines the impact of the KCP including socialization, externalization, combination and internalization on implementing a learning organization (LO) strategy in an Algerian international oil company. A sample of 500 managers was asked to respond to questionnaires from which only 416 were valid. Multiple regression analysis is employed to explore the influential processes on the LO strategy.

The findings revealed that socialization, internalization and combination have a significant impact on the success of a LO strategy. Socialization is the major influential factor, having the strongest impact on LO. However, externalization was found to have no statistical influence on LO.

This research provides evidence concerning the interdependence between knowledge management through KCP and LO.

The research is one of a few studies investigating the relationship between the knowledge conversion processes and learning organization, in contrast to the extensive research taking into consideration the well‐known knowledge process of creating, acquiring, capturing, sharing and using knowledge. This may be one of the first papers exploring the theme of the LO within Algerian business organizations.

The purpose of this study is to investigate the impact of some organizational culture attributes, including: openness to change, innovation, trust, teamwork, morale, information flow, employees' involvement, supervision, customer service and reward orientation on the knowledge exchange (KE) process within the context of the Saudi Telecom Company (STC) as a representation of the Saudi context.

A descriptive correlation design was used. A web survey was used to collect data from 378 employees working on STC using Random Number Generator 0.2 software. The sample was selected using an e‐mailing list.

The findings revealed that the cultural attributes of trust, innovation, information flow, supervision, and reward have an impact on KE within the context of the STC. Additionally, the study revealed a statistically significant correlation between organizational culture and KE as a whole (0.75), which emphasizes the effective role of organizational culture factors on exchanging knowledge within the context of the study.

This study presents only preliminary results from limited data. Additional quantitative data are needed to employ more superior statistical analysis. Moreover, the current study is exploratory in nature with a relatively small number of respondents from the STC.

The originality of this study is derived from the importance of KM as a strategic organizational tool as well as the importance of culture as an influential factor. The STC, one of the biggest companies in the Middle East, is trying to implement aspects of KM. Towards this end, the company has created a new division of KM which is suffering from a lack of research studies that explore issues relating to KM in Arab countries in general and the Saudi context in particular, which makes the topic of this research not only unique but also of high practical significance.