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Rapid, reliable results can be given by molecular, direct detection and identification of the Mycobacterium tuberculosis (MTB/Mtb) complex from clinical samples. The Xpert MTB/RIF assay is an assay that has been availablefor more than a decade for identification of Mycobacterium tuberculosis and resistance to rifampicin. However, there is minimal evidence on its clinical usefulness in paucibacillary, non-respiratory samples. The Xpert MTB/RIF assay clinical utility index, its diagnostic characteristics and the number required to diagnose 2935 non-respiratory specimens submitted for routine mycobacterial work-up in a reference laboratory in an intermediate prevalence setting per specimen form were evaluated. The Xpert MTB/RIF assay showed a variable clinical utility index and number required to diagnose (NND) depending on the type of specimen, which was moderate in tissue biopsies (NND = 1.8) and excellent in pus and urine samples, compared to acid-fast microscopy and culture as a gold standard technique (NND = 1.1 and 1.2). Microscopy, on the other hand, consistently showed a weak to fair index of clinical usefulness in all specimen forms, with in NND of 2.3–12.5. The NND for detecting tuberculous infection in the cerebrospinal fluid by the Xpert MTB/RIF assay was noted to be 1.2, with a moderate clinical utility index of 0.8. The evidence presented indicates that the overall appropriate diagnostic utility of the Xpert MTB/RIF assay is clinically successful in most non-respiratory samples. To check the cost-effectiveness and prognostic effect of integrating this completely automated molecular-based assay into the routine testing algorithm for non-respiratory mycobacterial specimens, further data must be collected.

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.

The rapid advent of industrialization has confronted majority of the people with complexity and novelty of their respective organization. They are forced to cope up with an increasing number of tasks along with the open dynamic processes and changing parameters. The present study aims to evaluate the perceptions regarding Texaco’s learning culture and the role of learning cultures in achieving organizational transformation. The study also investigates national and non-national respondents employed at Texaco’s facility in Neutral Partition Zone between Saudi Arabia and Kuwait. The study has employed mixed research design using a survey based on 3-point Likert scale. The questionnaire was designed to examine the employee behavior and organizational support, whereas personal interviews were conducted for examining the awareness of employees towards the learning organization models. The results showed significant level of employee participation (p-value 0.049), commitment (0.068), innovation (p-value 0.033) and feedback (0.025). Whereas, the interview results showed that employees had a higher degree of awareness regarding organizational learning models. However, they requested training sessions for learning how to implement these models. These results have clarified that Texaco has evolved into an innovative and culturally diverse organization following Chevron’s takeover. Therefore, the study has concluded that Texaco employs knowledge sharing learning models through their knowledge management (KM) initiatives.