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Mapping the learn‐unlearn‐relearn model: Imperatives for strategic management

Feza Tabassum Azmi (Department of Business Administration, Faculty of Management Studies and Research, Aligarh Muslim University, Aligarh, India)

European Business Review

ISSN: 0955-534X

Article publication date: 16 May 2008

Abstract

Purpose

Dramatic changes are constantly shaping the business world. Business in such bizarre settings requires shooting on moving targets. The need to constantly rejuvenate organizations for enduring strategic advantage mandates an out‐and‐out adoption of the learn‐unlearn‐relearn (LUR) model. The purpose of this paper is to highlight the paradigm shifts in the extant literature on the three concepts and then attempts to club the three. It also introduces the concept of the FAST culture symbolized by flexibility, agility, steadfastness and tactfulness in the light of LUR model. Further it takes up a discussion of the strategic nuances, barriers and prerequisites involved in implementing the LUR model.

Design/methodology/approach

The paper bases itself on extensive review of literature and industry experience, citing several examples to drive home the central idea of the thesis.

Findings

It is concluded that adopting the LUR model requires a gradual and steady process of strategic transformation. It requires challenging old assumptions and creating newer layers of assumptions. The approach to LUR has to be seamlessly beaded with the firm's line of attack.

Practical implications

The paper will provide insights to strategic decision leaders vis‐à‐vis implementation of LUR model and its utility to the organization.

Originality/value

The paper proposes and introduces the LUR model as an important modern‐day imperative for organizations and has supplemented the idea with relevant examples and arguments. The paper also introduces the concept of the FAST culture.

Keywords

Citation

Tabassum Azmi, F. (2008), "Mapping the learn‐unlearn‐relearn model: Imperatives for strategic management", European Business Review, Vol. 20 No. 3, pp. 240-259. https://doi.org/10.1108/09555340810871437

Publisher

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Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited