Leveraging Organisational Culture and Organisational Learning to Future-Proof an Organisation in the UAE’s Dynamic Energy Sector

Strategies for Future Survival in the UAE’s Energy Sector

Abstract

Abstract
Title: Leveraging Organisational Culture and Organisational Learning to Future-Proof an Organisation in the UAE’s Dynamic Energy Sector
The current research aims to explore how firms in the energy industry of the United Arab Emirates (UAE) can develop their organisational culture and learning behaviours to strengthen their chances of survival. The UAE’s energy sector is dynamic and complex, and there is a lack of research exploring the integration of organisational culture typologies and organisational learning behaviours. This study focuses on how organisational culture can be leveraged to improve long-term survival prospects in the energy sector. The research is underpinned by dynamic capabilities theory, with its elements also integrated into the concepts of organisational culture and learning, thereby contributing to better survival of firms in the energy sector. A multi-firm case study approach following Eisenhardt’s technique is used, involving in-depth interviews. Utilising purposive sampling, 15 managerial-level employees from a total of four case firms (medium and large firms) in the UAE’s energy sector are interviewed to collect qualitative data. The thematic analysis is conducted via a case and cross-case analysis. The case analysis reveals the characteristics of culture and learning of the individual case firms; meanwhile, the cross-case analysis leads to the development of seven themes, which include the dynamics of the UAE’s energy sector, the alignment of culture in an organisation’s framework and policies, the characteristics of organisational culture, the current efforts being implemented by case firms for future planning and survival, facilitators of organisational learning, factors that hinder organisational learning and strategies for future survival. The findings suggest that firms with a strong culture of learning, open communication, and alignment between organisational policies and renewable energy goals are better positioned to navigate challenges and ensure long-term sustainability. This research highlights the critical role of organisational culture and learning in adapting to the energy transition and provides practical recommendations for firms aiming to enhance their strategic capabilities. Theoretically, it extends the dynamic capabilities framework by highlighting the role of cultural dimensions in fostering organisational learning, adaptability and firm survival in complex environments. Practically, it offers actionable insights for energy firms and policymakers to cultivate cultures that emphasise innovation, collaboration and continuous learning, ensuring resilience and competitiveness in an evolving market landscape. The generalisability of this study to other regions or industries is restricted by its geographical focus on the UAE. In the future, the research could be expanded to include other countries and sectors in order to compare the cultural and organisational influences.