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INTERNATIONAL ISLAMIC ECONOMIC SYSTEM CONFERENCE (I-iECONS 2021)
The Impact of Team Related Success Factors on Organization Performance of Telecommunication Sector in Libya
Monir Ali Salem Essa
Faculty of Business Management & Globalization, Limkokwing University of Creative Technology, Inovasi 1, 1, Jalan Teknokrat 1/1, Cyberjaya, 63000 Cyberjaya, Selangor Malaysia
Tel: +60 17-301 6271 E-mail: [email protected]
Siti Aida Samikon
Faculty of Business Management & Globalization, Limkokwing University of Creative Technology, Inovasi 1, 1, Jalan Teknokrat 1/1, Cyberjaya, 63000 Cyberjaya, Selangor Malaysia
Tel: +603-8317 8888
Abstract
The telecommunication sector considered to be one of the foremost industries in the world have been affected more than other organizations in terms of the costs of performance. This research aimed to find out the impact of team related success factors (facilitating conditions, usage performance, and user satisfaction) on the organization performance of telecommunication sector in Libya. This research has used the quantitative research approach to collect the data from the participants. This research has used a questionnaire survey to be distributed the research samples. This research has found that found there is a positive and significant relationship between team related success factors and the organization performance in the telecommunication sector in Libya.
Keywords: Facilitating conditions; usage performance; user satisfaction; telecommunication sector performance; Libya
1. Introduction
Libya is an Arabic country with a population of 6,519,880 people (Barltrop, 2019), that is located in North Africa. Libya is the fourth largest country in Africa in terms of area, with a total area of about 1.8 million square kilometres, where the country occupies the number 16 in the world in terms of area and surrounded by the northern side of the Mediterranean, and to the east and the States of Egypt and Sudan, south is Chad, and Niger west is Tunisia and Algeria (Grasaas-Stavenes, 2014). Tripoli is the capital of Libya and the largest city, and the origin of the name of the state to the tribe of Libya, who lived in the region between Egypt and Tunisia in northern Africa, and the State of Libya is one of the richest countries with oil reserves; it ranks ninth among the largest countries in the world with the largest oil reserves (Gaub, 2014). The climate of the Libyan state is moderate in autumn and spring, while it is characterized by hot summers and relatively cold in the winter, with varied climate dominated by the Mediterranean climate, semi-desert climate prevails in the northern and central parts of it, while the desert climate prevails in the southern parts of the country, It is characterized by the coldness of winter, the heat in summer, and the low amounts of rainfall falling, and Libya does not have permanent water resources of surface runoff because of the low amounts of rainfall falling, fluctuation and geological formation, so the state relies on groundwater by 95.6% depending on the waters of the valleys by 27% (Abdessadok, 2017). The Arabic language is the official and dominant language in the country, where the Libyan population speaks according to the Libyan
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dialect or dialect. This dialect differs from one region to another because of the wide geographical area of the country. The English language is used in Libyan cities in university education for faculties of applied sciences, Are used in many foreign companies in the country as well, while the Libyan villages are still maintaining their original identity; they speak Amazigh language, also called Berber or Moorish language, and in the seventies there was spread of the French language and Italian as a result of older generations some still speak Italian (Talmon, 2011).
Telecommunication sector considered to be one of foremost industries in the world have been affected more than other organizations in terms of the costs of performance. In Libya, telecommunication sector is generating and supplementing other sectors and supports the Libyan economy and it is revenue earning after oil in the Libyan economy estimated by 13 % of GDP of Libya (David, 2019). The telecommunication business in Libya created from one Joint-stock telecommunication company (LibyaMobile) belongs to the government and other private companies.
Because of the competition between the telecommunication companies, the mobile phone service coverage expanded to reach all areas and the services became more diverse (Mrabet, 2018).
Libya's civil war has crippled the country's economy and disrupted its telecommunications sector. Much of the telecom infrastructure has been destroyed or stolen, including about a quarter of the country's mobile tower sites (Olu-Egbuniwe & Maeyouf, 2019). A new Telecommunications Law has been drafted and the government is in the process of establishing an independent regulatory authority. Since the downfall of the old regime, 25 International Ship and Port Facility Security (ISPs) have already been licensed to compete with the government-owned former monopoly, as well as 23 Very Small Aperture Terminal (VSAT) operators. With one of the highest market penetration rates in Africa, the mobile voice market is approaching saturation, supported by some of the lowest tariffs on the continent and one of the highest per capita GDP levels. Opportunities remain in the broadband sector where market penetration is still relatively low. So far only one of the mobile networks has launched third- generation broadband services (Dove et al., 2015). Fixed-line penetration has fallen significantly because of the war but is also expected to see a renaissance, including fiber, as the demand for very high-speed broadband increases.
Team related success factors in projects are common today for assessing projects (Mavi & Standing, 2018).
Laureani and Antony (2018) addressed that project managers are often selected or not selected because of their leadership styles. Over the years, views on project success have evolved starting by limited definitions to hitting on- time and on budget measurements, to holistic and broader definitions.
Even though previous studies proved that team related success factors are positively affect the organization performance (Penava and Sehic, 2014; Abrell-Vogel and Rowold, 2014; Randall and Coakley, 2007; Boga & Ensari, 2009), the relationship between organization related success factors and organization performance in Libya context has been ignored in the literature, especially in Telecommunication sector. Olu-Egbuniwe and Maeyouf (2019) indicate that lack of the new technology by the telecommunication sector is considered as one of the main obstacle for this sector performance.
The aim of this study is to find out the impact team related success factors (facilitating conditions, usage performance, and user satisfaction) on the organization performance of telecommunication sector in Libya. This research will provide a comprehensive literature review to the research variables. The following sections will show the methodology used in this research, as well as the tests and examinations used in the study. This paper will also discuss the findings of this research, and include a conclusion for this research.
2. Literature review 2.1 Organizational theory
The related theory suggested by Shenhar and Dvir (2007) is the Organizational Theory, which in itself is extremely broad. That is why this research it will frame the analysis with reference to groups and their relationship with the organization, as a way to begin the connection between groups and project teams in Project Management.
This due to the studies by Gómez-Senentt et al. (1996a) and Santamaría et al. (1996), who approach the project as a cognitive evolutionary system operationalized as an Action Project and referred to groups. But in what way have groups turned out to be the main factor for a man to develop? The answer could come from the fact that man has always sought to do something, and this continuous search has led him to work individually or in groups. in order to always achieve that the idea, even if foggy, is the one necessary to survive. In the continuum of time, man has been improving the idea and this impulse has led him to build wonders in the ancient world and incredible things in the modern world, that is, to work individually (by himself), in groups (through a team) or organized (through an organization) has brought him some satisfaction. In order to carry out these "jobs" which are increasingly dynamic,
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man has understood that only through "cooperation" is it possible to make the objective reality and thus has led to the creation of the "organization" as part of his culture and society. Although organization and cooperation as a group are vital for the development of work, the man seems to have forgotten to evolve the concept of work so that it adjusts to the new concept of an organization, which was, in the beginning, the engine of Success of his survival which, being more individual than cooperative, did not depend on the initial conditions how now. In other words, the relationship between organization and group work is intrinsic in the development of society (Marin & Roelofs, 2018).
The latter seems to have support in the investigations of Chiavenato (1998), which is very clear when indicating that essentially, the organization was born from the human need to cooperate since men have been forced to cooperate to obtain their personal ends, to reason for their physical, biological, psychological and social limitations.
In most cases, this cooperation can be more productive or less costly if it has an organizational structure.
Considering this premise, Chiavenato (1998), then tells us that the nature and purpose of the organization is the creation of a structure, which determines the necessary hierarchies and grouping of activities, in order to simplify them and their functions within the social group. All this in order to achieve that the idea is materialized in a profitable product that meets the expectations of the client. On the other hand, Daft (2007) tells us that with good personnel, any organization works and that in many cases it is convenient to maintain a certain degree of imprecision in the organization (Misfit) since in this way people are forced to collaborate in order to carry out his homework’s. Still, it is obvious that even capable people who wish to cooperate with each other will work much more effectively if everyone knows their roles and how their roles relate to one another.
Project Organization Many authors have expressed opinions about what the organization is, but few of them with direct relevance to Project Management, even the academy has published very few articles about the development of this discipline and its relationship with the organization in the last 20 years. Among these few authors, it can name Thomás & Mullaly (2007) whose studies of Project Management and Organization have concluded that the creation of value in the latter depends to a large extent on good Project Management, something that Shenhar and Dvir (2007) complement their investigation of the Diamond Theory. Project Management is also in continuous growth and to date, there is no organization in the world that does not develop projects in order to maintain its competitiveness. Understanding the organization of projects is then apart from the theories of projects, key factors and criteria of Success, and other related theories, a topic that deserves due importance to be able to understand their Success for the organization. But what can it say about the Project Organizations? The main thing is that the project organization has the particularity of being temporary and of handling a large number of resources at the beginning and then reducing them when the objective is achieved, that is, they are designed to be successful. The fact is that unlike working with machines, how in operations, Project Organizations involve human resources, time, costs, quality, risk, which become critical issues when they are related to each other.
Chiavenato (1998) tells us that these relationships have been widely studied in the field of Organizational Theory as Group Theory, but according to our research, little has been done in the field of Project Management and in project organizations, where project teams are managed and not groups. This leads us to conjecture that many of the actions currently taken to measure Success are considering groups and not teams as an influential variable in the results of Project Management, which could lead to an error in the time to issue valid proposals to measure the success of the projects for the organization. This then leads us to an analysis of the project teams from the perspective of achieving the strategic objective of the organization. Groups of Projects for some authors like Gibson
& Earley (2000); Gladstein (1984), the issue of groups and their relationship with the achievement of the strategic objective is a subject that has been widely studied, but the fact is that in Project Management, groups are not considered relevant but rather work for teams since projects by their very nature seek to be successful (Sarfraz et al., 2018).
Thus, project teams are used more and more every day, which is a fact closely related to the complexity of growth and globalization. On the other hand, it is also recognized that jobs are always executed through interlocking systems and process systems where it is difficult to achieve success if there is no organizational factor called teams.
Therefore, developing relevant competencies at all levels such as the individual, teams, organization, and society is a key factor in achieving these strategic objectives. But the fact is that precisely these competencies or abilities have not been studied as a team concept but as a group concept and it is precisely in the latter that they seem to be related to a group concept called efficacy, which can vary even if the groups they maintain identical competences. Now, at present there are three types of structures in Project Management: The Projected, The Matrix and the Functional, which maintaining the same "Core Business", have very different beliefs about their ability to achieve strategic objectives in the execution of medium and long-term projects because they differ in the amount of information, type
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of communication, resources, contingency plans, and complexity of the external environment, as well as in the commitment and identification between project team members.
Having then made the problem explicit in the previous chapter and now explaining in broad terms the conceptual framework to follow, this research project aims to analyze the Success of Projects from the point of view of Project Management, relating the effectiveness of project teams with the Success of Project Management, which will be mediated by organizational factors as well as dynamic factors in a mining company (Lock, 2017).
3. Research model and hypotheses
The concept of a complex project is defined as “many varieties of interrelationships of parts” and can be functional in terms of differentiation and interdependence. This definition can be applied to any project and is relevant in project management processes such as organization, technology, environment, information, decisions made and systems. It is important when it refer to complex projects to clearly define the type of complexity to which it refers or what it will deal with. Complexity in most project management texts is associated with complex organization and complex technology. Uncertainty is the lack of safe and clear knowledge regarding the future outcome of any action that may lead to risk (Reitsma and Hilletofth, 2018).
Uncertainty should be minimized and / or expressed, and never ignored. The Doctoral thesis presented in 2004
"Risk in systems and projects of high complexity and / or uncertainty” contemplates the risks in projects with complexity and uncertainty. Complex projects share certain defining characteristics: they are high-tech, of a significant scale, relatively long duration, and require collaborative work to deliver the project (Mavi and Standing, 2018).
In general, it can be defined how the action of men and / or women intended to achieve a result or the means or organizational action through which an organization-company seeks a response to a problem or conflict. This action leads to a solution in the form of a product or service which is placed in a business organization once it is accepted.
In particular, it is conceived as an operation of remarkable scale and complexity, singular, with defined start and end dates. It is a non-repetitive work, which has to be planned and carried out according to certain technical specifications, with a pre-established budget and a temporary organization that includes the participation of various departments and third parties, and which is dismantled when the project ends. If it makes a deep analysis of the two meanings it can see the extreme of the distinction between the two, where by project it can be understood (i) that it is an evolutionary and cognitive system or (ii) that it is a means to produce artifacts. However, they are two points of view of the same phenomenon, which would lead us to talk about the project as an action or as a production entity (Koong et al., 2018). Hence this research proposes the following hypotheses.
H1: There is a significant impact of facilitating conditions on the telecommunication companies’ performance.
H2: There is a significant impact of usage performance on the telecommunication companies’ performance.
H3: There is a significant impact of user satisfaction on the telecommunication companies’ performance.
Based on the above discussion the current study proposes the following conceptual framework:
4. Methodology 4.1. Design
Team-related Facilitating condition Usage performance User satisfaction
Organization performance H1
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In the investigations in the Social Sciences that are based on the results of a sample to generalize them to the whole The research design is defined as the methods and techniques chosen by a researcher to combine them in a reasonably logical manner so that the research problem is handled efficiently (Richard, 2013).
This research is located in Libya. Mainly the research has been implemented in the capital city of Libya because it’s the highly populated area of Libyan telecommunication companies. For the period of implementation of this research, it was implemented in the academic year of the year 2018-2019. This research has used the quantitative research approach to collect the data from the participants (Veksler et al., 2018). This research has used a questionnaire survey to be distributed the research samples. The selected sample was 357 employees in the telecommunication companies in Libya. This research has used a popular software program to analyse the collected data, this program is called SPSS.
4.2 Measurement
The research instrument or measurement is the tools and devices that were used in a research to collect the data through. In the current research the instrument is the questionnaire, the questionnaire was developed based on previous questionnaires that used the same variables used in this research. The questionnaire was adopted from previous study. The questionnaire was adopted to include certain questions and statements expected to collect primary data for analysis purpose and for the objective of achieving the research’s objectives. The questionnaire includes five main parts; those parts included the followings:
Part A: 4 questions were specified in the questionnaire to clarify the demographic background of the research participants. These questions were asked to the participants to identify their gender, age, education level, and work experience.
Part B: 3 statements were specified in the questionnaire to clarify and identify the facilitating conditions that the Libyan telecommunication employees would care about. These statements were adopted from Sanvido et al. (1992).
Part C: 4 statements were specified in the questionnaire to clarify and identify the usage performance that the Libyan telecommunication employees would care about. These statements were adopted from Sanvido et al. (1992).
Part D: 4 statements were specified in the questionnaire to clarify and identify the user satisfaction that the Libyan telecommunication employees would care about. These statements were adopted from Sanvido et al. (1992).
Part E: 5 statements were specified in the questionnaire to clarify and identify the organization performance factors and dimensions that the Libyan telecommunication employees would care about. These statements were adopted from Hoque and James (2000).
4.3. Sampling
Population is the total set of individuals, objects or measures that have some common characteristics observable in a place and at a specific time. When carrying out any research, some essential characteristics must be taken into account when selecting the population under study (Hussein, 2015).
The population for the current research is all the employees in the telecommunication companies in Libya.
Selecting this category of participant is due to the objective of this study, which aims to investigate the direct impact of critical success factors from the perception of employees on the telecommunication companies’ performance in Libya.
The sample is a subset that is faithfully representative of the population (Hussein, 2015). Random sampling method was used to for the sample so each member has equal opportunity to be selected. Based on the sample size table of the sample for the current research were 357 employees from different telecommunication companies that are located in the capital city of Libya, Tripoli.
5. Data analysis and results
For the purpose of achieving the research objective, the demographic analysis was used to clarify the respondent’s profile. Also, the assigned factors of the research, the descriptive analysis shows the mean and standard deviation. Before proceeding to the inferential tests, explanatory tests were used; the purpose of conducting the explanatory test is to examine the reliability and validity of the used model, several tests such as normality test, reliability test, and convergent validity. The correlation between two variables is concluded to find out the relationship between the independent variables and the dependent variable.
121 5.1. Respondents profile
Table 1 shows the respondents profile for those participated in the study. As shown in the table, 62.3% of the participants belongs to the male gender category and (n=222), while 37.7% of the participants belongs to the female gender category and (n=135). The age levels of the participants divided into 4 categories, where 52.5% ranged between 17-25 years of age with n = 187, 37.4% ranged between 26-30 years of age with n = 133, 8.5% ranged between 31-35 years of age with n = 30, and 1.6% ranged between 36-40 years of age with n = 7 from the sample.
Most of the participants hold a postgrad degree with a percentage of 52% with n = 186, for diploma degree 3.4%
with n = 12, and for the bachelor level 44.6% with n = 159. The experience of the participants ranged between 1 to 9 years, 86.7% of the participants has an experience from 4 to 6 years with n = 309, 12.2% has an experience from 1 to 3 years with n = 43, and only 1.1% has an experience from 7 to 9 years with n = 5.
Table 3. Respondents Profile
Frequency
%
Frequency
%
Gender Educationlevel
Male 222 62.3 Diploma 12 3.4
Female 135 37.7 Bachelor 159 44.6
Age PhD 186 52
17-25 yrs 187 52.5 Incomelevel
26-30 yrs 133 37.4 1 to 3 years 43 12.2 31- 35 yrs 30 8.5 4 to 6 years 309 86.7
36- 40 yrs 7 1.6 7 to 9 years 5 1.1
5.2. Descriptive statistics
Descriptive data analysis is the analysis of basic data that every quantitative research must undertake, starting with data analysis to describe the general data of the sample studied and data analysis in response to research objectives or research. Descriptive, not hypothesis testing data analysis depict consists of frequency distribution in percentage, one-way table case frequency distribution in percentage, in case of two-way or multi-cross tables in enumeration variables and analysis of trend measurements centralized and distributed values of data in case of continuous variables The analysis of the trend measurement into the glass industry and distribution values by subgroups (Sobczyk, 2010).
The aim of the descriptive statistics is to find out the mean and standard deviation of the study’s variables.
According to table 2 the mean statistics for the variables facilitating conditions = 3.973, usage performance = 3.012, user satisfaction = 3.451, and organization performance = 3.259. As long as the minimum scale was 1 and the maximum scale was 5, the mean scores for the variables ensure that the respondents were on average agreement with the items stated in the questionnaire. Furthermore, the standard deviation for facilitating conditions = 0.443, usage performance = 0.551, user satisfaction = 0.594, and organization performance = 0.701.
Table 2. Descriptive Statistics for Study Variables
N Minimum Maximum Mean Std. Deviation
FC 357 1.00 5.00 3.078 0.710
UP 357 1.00 5.00 3.885 0.769
US 357 1.00 5.00 3.757 0.621
OP 357 1.00 5.00 3.259 0.701
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FC; facilitating conditions, UP; usage performance, US; user satisfaction, and OP; organization performance
5.3. Reliability test
The reliability test was conducted to the study dimensions to ensure that all the items in the questionnaire were consistent. The Cronbach quantifies the reliability of a measurement scale for the magnitude unobservable constructed from the n variables observed (Hair et al., 2017). In accordance with table 3, it found that all the variables items got values above 0.5, which means that all the variables are correlated. The values of Cronbach alpha were ranged between 0.790 and 0.890.
Table 3. Reliability test
Variables Items Cronbach’s Alpha
Facilitating conditions 3 0.890
Usage performance 4 0.861
User satisfaction 4 0.889
Organization performance 5 0.790
5.4. Normality test
The normality test helps researchers to check that the data they have are in compliance with the normal distribution. The normality test has been used in this study to determine that the sample were selected based on normally distributed population or not. The reason for the normal distribution is important; the data must be distributed normally for the application of parametric tests. The accepted range for the normality based on Shapiro and Kurtosis tests ranged between -3 and +3 (Hair, Sarstedt, Ringle, & Mena, 2012), table 4 shows the result of the normality test for the construct, it found that all the variables (facilitating conditions, usage performance, user satisfaction, and organization performance) normality within the accepted range. The Skewness values ranged between -0.298 and 1.088, while the kurtosis values were ranged between -1.066 and 0.521.
Table 4. Normality test
Factors Skewness Kurtosis
Facilitating conditions 0.371 -0.661
Usage performance 1.088 0.521
User satisfaction 0.384 -1.066
Organization performance -0.298 -0.301
5.5. Convergent validity
In order to assess the convergent validity, the factor loadings were examined. As shown in table 4 the factor loadings for the items in all constructs are larger than 0.60 and are statistically significant (C.R. > 0.6). Therefore, it can be concluded that the convergent validity for the measurement scales in this study is supported.
Table 5. Factor loading
Constructs Items Factor Loadings
Facilitating conditions
FC1 0.934
FC2 0.964
FC3 0.812
Usage performance
UP1 0.818
UP2 0.931
UP3 0.961
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UP4 0.631
User satisfaction
US1 0.883
US2 0.835
US3 0.800
US4 0.943
Project's performance
PP1 0.685
PP2 0.744
PP3 0.618
PP4 0.816
PP5 0.761
5.6. Correlation test
The correlation test was used in the study to find out the type of relationships among the independent variables and the dependent variable. The following conclusions were drawn based on the results of the correlation test that are shown in Table 6:
There is a positive and significant relationship between facilitating conditions and organization performance the telecommunication sector in Libya, with p-value less than 0.05 (0.000) and the significance was shown on the value of (Beta=0.034 and t = 7.823).
There is a positive and significant relationship between usage performance and organization performance the telecommunication sector in Libya, with p-value less than 0.05 (0.000) and the significance was shown on the value of (Beta=0.064 and t = 5.330).
There is a positive and significant relationship between user satisfaction and organization performance the telecommunication sector in Libya, with p-value less than 0.05 (0.030) and the significance was shown on the value of (Beta=0.134 and t = 6.179).
Table 6. Correlations test
Paths Beta Standard Deviation T-value P-Values Result
FC-> OP 0.034 0.163 7.823 0.000 Support
UP-> OP 0.064 0.037 5.330 0.000 Support
US-> OP 0.134 0.061 6.179 0.030 Support
**. Correlation is significant at the 0.01 level (2-tailed).
6. Discussion and implications
The discussion section is the last step in the process of the findings. This section presents the results that are related to the research hypothesis and compare them with the results and findings of the previous studies.
The most important result of this research can be seen in the result of the correlation test, which was that there are positive and significant relationships between (facilitating conditions, usage performance, and user satisfaction) and organization performance in the telecommunication sector in Libya with significant levels of 0.000.
This result is supported by the previous studies, where most of the investigations into organizational performance characterize performance as a reliable variable and look to identify factors that provide performance items. The specialists who consider organizational performance in this way do not pay much attention to confusing the use of this plan to describe the causal structure of the performance. These complexities include behaviors in which the performance feature is very fragile, the causal nature of multi-faceted performance including, and limitations on the use of information in the light of resource review. Because this harassment is routinely observed and taught, an example of identifying problems that occur during training cannot be attributed solely to poor preparation or lack of vision, or low guidance. Most scientists recognize the challenges of deriving the causal demand from the
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connections created by organizational dates, especially when those relationships are confirmed in the estimation techniques used. It highly recommends this example, which is expected, to a limited extent, in determining organizational research (Albrecht et al., 2015).
Organizational specialists live in two worlds. Key Orders and Bonus Assumptions on how to improve performance. Second applications and rewards Commitment to universal grant criteria. In their efforts to meet these often-conflicting demands, the organizational research team sometimes responds by saying that the motivation for performance reasons cannot be produced using accessible information, and even when these deductions are initiated.
It concludes by looking at the two ideas and the risks of such an answer to the difficulties including convincing opposition objectives and overwhelming statement of the issues listed (Renko, Tarabishy, Carsrud, & Brannback, 2013).
Organizational performance indicates how successful an organization is in achieving its vision, mission, and goals. The regulatory performance survey is an essential part of vital management. Administrators should know how well their organizations perform to understand the dynamic changes, assuming there are no changes. Performance is an exceptionally complex idea, in any case, and a great deal of consideration should be paid to how to survey. Two important reflections are (1) performance measures and (2) performance indicators “How individuals and individuals can use financial performance measures and referrals"). Performance measurement is a measure through which institutions can be checked. Most managers analyze measures, for example, interest, securities costs, and deals that try to better see how well their institutions are in the market. If so, these actions give a look only at the organizational performance. Similarly, performers are expected to survey whether the organization is doing a great job. The performance reference is a reference point that is used to understand the organization's survival on the performance scale. Suppose, for example, that the company has a net income of 20% in 2011. This seems unusual at first sight. However, it was assumed that the company's total revenue in 2010 was 35 percent and that the net regular revenue for all enterprises in the industry for 2011 was 40 percent. Looking at these two references, the company's performance in 2011 is worrying (Mulki, Caemmerer, & Heggde, 2015b).
7. Conclusion
The current study has developed the research objectives and questions based on the problem. After that, the researcher has conducted a comprehensive literature review that included several theories related to the study as well as definitions, literature, and previous studies about the research variables. This research has used a questionnaire survey to be distributed the research samples. The selected samples were 357 employees in the telecommunication companies in Libya. This study has found out that there are positive and significant relationships between (facilitating conditions, usage performance, and user satisfaction) and organization performance in the telecommunication sector in Libya with significant levels of 0.000. It is highly recommended to determine performance targets accurately, measurable, result-oriented, realistic, and spread over time. In order to transform the existing potential into real performance, re-evaluation of the existing talents in the person and removing the blocks that may hinder the performance and ensuring the ability to be revealed at the optimum level.
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