(PDF) Organisational learning and organisational design

Running head: LITERATURE REVIEW
Literature Review
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Authors’ Note

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LITERATURE REVIEWTopic: "The relationship between an internal process (hierarchical) culture, organisational
learning capability and the risk of unfair people practises in the private sector".
Chapter 2
Literature Review
Literature review is essentially an evaluation report of specific information observed in
particular literature associated to the chosen area of study. In essence, the review section has
the need to illustrate, summarise, analyse and clarify the literature. Particularly, this needs to
provide theoretical base for the research and aid in the process of determination of the overall
nature of the research. The purpose of literature review is to institute theoretical structure for
the topic, definition of key terms, identification of studies, models, case studies and many
others for supporting the topic under consideration.
2.1 Definition of key concepts
2.1.1 Internal Process Culture
Definition 1: Hierarchical corporate culture refers to an organizational model founded on
distinctly defined corporate levels as well as frameworks (Goonewardena 2016). Essentially,
hierarchy is a specific type of organizational culture in which different items are ranked as
per levels of significance.
In actual fact, in a particular corporate environment, hierarchies rely upon framework,
regulations, and top-down control to steer various business exercises and actions (Kim and
Krishna 2017).
In this regard, there are different categories of corporate culture models that take in
adhocracies, clean cultures as well as market cultures (Sharif and Scandura 2014).

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LITERATURE REVIEWEssentially, adhocracies emphasize the capability to adapt quickly to altering conditions. In
essence, clan cultures that have a family like environment value consensus and commonality
of values as well as goals. Furthermore, market cultures refer to corporate environment lays
stress on competition.
Definition 4: Conformity to identified best exercises, control measures along with substantial
oversight can be regarded to be necessary in the area of productivity as well as success (Hill
and Rapp 2014).
Summative Definition
On the whole, hierarchical culture refers to a business that sticks to formal regulations,
regulations as well as bureaucracy is showing a hierarchy culture (Madary and Metzinger
2016).
2.1.2 Variable 2: Organisational learning capability
Organisational learning capability can be indicated as the capability of a business concern to
process knowledge that is the capability to generate, acquire, transfer and assimilate
knowledge (Chapple 2015).
Organisational learning capability can help in modifying the behaviour to reflect the new
cognitive circumstance, with the objective of enhancing organizational performance Again,
(Madary and Metzinger 2016).
However, organizational learning can be indicated as a specific field in the area of cognitive
as well as social procedures of knowledge in business concerns that imbricate in
organizational and work exercises. This in turn aids in evaluation of influence of
organizational learning capacity in innovative performance as well as organizational
performance.