University Literature Review: Culture, Learning, and Unfair Practices

This literature review examines the relationship between internal process culture, organizational learning capability, and the risk of unfair practices within the private sector. The review defines key concepts such as hierarchical culture, organizational learning capability, and unfair practices, providing multiple definitions for each. It explores the antecedents of unfair practices and analyzes the relationships between the variables. The study finds that a strong organizational culture, characterized by adherence to formal regulations and ethical guidelines, can enhance organizational learning and reduce the risk of unfair practices. The review emphasizes the importance of a shared organizational culture in uniting employees, promoting healthy competition, and fostering a learning environment. This literature review uses various studies, models, and case studies to support its analysis, concluding that a positive internal process culture and organizational learning capabilities are essential for mitigating risks and promoting ethical conduct within organizations. This assignment is available on Desklib for students to use as a study resource.

Running head: LITERATURE REVIEW
Literature Review
University Name
Student Name
Authors’ Note

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LITERATURE REVIEW
Topic: "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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Essentially, 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.

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Summative Definition
Organizational learning capability therefore can be defined as the potential of an
organizational learning is both an organizational feature as a managerial one. This can help in
facilitating the process of learning and this can facilitating process of learning.
2.1.3 Variable 3: Risk of unfair people practises
Unfair practices refer to those practices that engage the general public or diverse competing
parties. This is banned by statute and regulated by an appropriate government agency
(Madary and Metzinger 2016).
Unfair trade practices indicate towards a trade practice with regard to the public or competitor
that is forbidden by statute and this is therefore subject to control by respective commission
(Goonewardena 2016).
However, unfair labour practices necessarily indicate towards activities undertaken by
employers or else unions that are illegal under stipulated regulation (Kim and Krishna 2017).
Summative Definition
In itself, the study at hand analyses unfair trade practices. This refers to deceptive actions and
leads to injury and can be regarded as fraudulent to a specific consumer (Goonewardena
2016). In essence, these practices can necessarily take in acts that are deemed to be unlawful,
namely the ones that violate consumer protection regulation.

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2.2 Antecedents or precursors to variable Risk of unfair practices
The antecedent or precursor to the variable “Risk of unfair practices” is essentially the
variable that can assist in the process of illustrating the apparent association between other
variables in a cause and effect association. The statistical examinations such as Chi-square
Test or Pair-t test can be used to obtain the p-value. This can produce a p-value and this is
equal to possibility of obtaining the observed variance, one or more extreme. In case if the p-
value is huge (value greater than 0.05), then the null hypothesis is accepted and for p value
0.05, then null hypothesis is rejected.
2.3 Relationship between variables
2.3.1 Hierarchical corporate culture and Organisational learning capability
This presents a relationship between hierarchical corporate culture and learning capability.
This association reflects the fact that organizational model is based on particularly defined
corporate and learning capability (Hill and Rapp 2014). Therefore, higher learning capability
can necessarily enhance the organizational learning potential.
2.3.2 Organisational learning capability and risk of unfair practices
Analysis of association between organizational learning capabilities and risk of unfair
practices reveals the fact that organization learning can enhance awareness regarding
capability of the business (Chapple 2015). This can help in generating, acquiring, transferring
and assimilating knowledge that in turn can enhance organizational performance. Essentially,
enhanced organizational capability can necessarily lessen the risk of unfair practices.
2.3.3 Internal Process Culture and risk of unfair practices

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A positive organizational culture or internal process helps employees to remain motivated
and faithful to the corporation and uphold healthy competition. Employees learn to act by
understanding the virtuous way of undertaking their tasks upholding their ethical aspects. In
itself, this helps in lessening the risk of unfair practices in the organization.
2.3.4 Internal Process Culture, Organisational learning capability and risk of unfair
practices
Every business concern has its own established culture. This organizational culture can be
considered to be a determining factor in the process of success of the corporation. This is
because a shared organizational culture helps in uniting employees belonging to different
demography. Also, organizational culture aids to keep employees inspired and loyal to the
administration of the corporation and promote healthy competition. A healthy organizational
culture provides direction and guidelines necessarily contribute towards culture of the
corporation (Sharif and Scandura 2014). Subsequently this creates a learning environment
and gradually augments the organizational learning capability. Employees get an idea
regarding the righteous way of accomplishing their tasks maintaining their ethical aspects.
Thus, this lessens the risk of unfair practices in the organization.
2.4 Summary
The above research essentially intends to analyse each of the variables of the study that
include the internal process culture, organizational learning capability and risk of unfair
practices. This study lays emphasis on theoretical framework, explanation of key terms,
recognition of studies along with models on the identified variables and association between
the identified variable. The study that concentrates on assessment of literature helps in
understanding challenging and multidimensional circumstance that constitutes a powerful set
of resources. Organizational capabilities that help in augmentation of potential of

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LITERATURE REVIEW
organizational ability, competence as well as resources can subsequently aid in development
of operations. The increase in ability helps in increase in enhancement of knowledge of the
corporation. Fundamentally, enhancement of culture of the corporation also aids in
improvement of awareness as regards ethical code of conduct, correct way of
accomplishment of ways of achievement of task. Essentially, organizational culture assists in
keeping employees inspired as well as loyal to the management of the corporation and
promotes healthy competition. A strong organizational culture delivers direction and course
of action necessarily have a say towards culture of the business (Sharif and Scandura 2014).
Consequently this generates a learning environment and normally enhances the
organizational learning capability. Thus, this lessens the risk of unfair practices in the
organization.
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References
Chapple, M., 2015. Professional knowledge, ethical conduct. Health estate, 69(3), p.17.
Goonewardena, K., 2016. Planning Research, Ethical Conduct and Radical Politics. In Ethics
and Planning Research (pp. 67-80). Routledge.
Hill, R.P. and Rapp, J.M., 2014. Codes of ethical conduct: A bottom-up approach. Journal of
Business Ethics, 123(4), pp.621-630.
Kim, S. and Krishna, A., 2017. Communication or action? Strategies fostering ethical
organizational conduct and relational outcomes. Public Relations Review, 43(3), pp.560-567.
Madary, M. and Metzinger, T.K., 2016. Real virtuality: a code of ethical conduct.
recommendations for good scientific practice and the consumers of vr-technology. Frontiers
in Robotics and AI, 3, p.3.
Sharif, M.M. and Scandura, T.A., 2014. Do perceptions of ethical conduct matter during
organizational change? Ethical leadership and employee involvement. Journal of Business
Ethics, 124(2), pp.185-196.