Individual unlearning, organizational unlearning and strategic flexibility: The down-up change perspective
ISSN: 1746-5265
Article publication date: 21 September 2018
Issue publication date: 4 January 2019
Abstract
Purpose
The purpose of this paper is to explore the relationship between unlearning and strategic flexibility from the down-up change perspective.
Design/methodology/approach
Drawing on the routine-updating process, this study builds a theoretical model and examines it using survey data from 233 firms in China.
Findings
Unlearning is the enabler to strategic flexibility. Specifically, individual unlearning and organizational unlearning both have positive effects on strategic flexibility. Organizational unlearning exerts a partly mediating effect on the relationship between individual unlearning and strategic flexibility.
Originality/value
The paper examines the different mechanisms of individual and organizational unlearning on strategic flexibility and suggests that unlearning is a useful method or approach for strategic flexibility. In addition, this study is useful to help managers or practitioners determine how to embrace strategic flexibility by unlearning.
Keywords
Acknowledgements
The authors are grateful for insightful comments and suggestions from the Editor and two anonymous reviewers. This study was supported by the Humanity and Social Science on Foundation of Ministry of Education of China (No. 18YJA630110) and the project of Jilin Education Department (No. JJKH20181067SK).
Citation
Wang, X., Qi, Y. and Zhao, Y. (2019), "Individual unlearning, organizational unlearning and strategic flexibility: The down-up change perspective", Baltic Journal of Management, Vol. 14 No. 1, pp. 2-18. https://doi.org/10.1108/BJM-10-2017-0324
Publisher
:Emerald Publishing Limited
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