Organizational unlearning and organizational relearning: a dynamic process of knowledge management

Abstract

Purpose

The purpose of this paper is to propose a model to explore the dynamic process of knowledge management from the perspectives of organizational unlearning and organizational relearning, which promote a favorable context for knowledge management.

Design/methodology/approach

The model is proposed based on extensive review of literatures. According to this model, the evolutions of organizational unlearning and organizational relearning are separately analyzed, and the interactions between them are revealed.

Findings

Organizational unlearning and organizational relearning are the indispensable factors to the dynamic knowledge management. Organizational unlearning positively affects the dynamic knowledge management by discarding the outdated and useless knowledge, while organizational relearning has a positive influence on the dynamic knowledge management by acquiring the new knowledge. Organizational unlearning and organizational relearning have synergies on the dynamic knowledge management.

Research limitations/implications

This paper theoretically illuminates the relationships among organizational unlearning, organizational relearning and knowledge management, and doesn't offer an empirical test.

Practical implications

This paper will provide insights to practitioners to better understand the dynamic process of knowledge management. The practitioners need to provide favorable context to ensure that organizational unlearning and organizational relearning can occur.

Originality/value

Most existing studies focused on the inflows of knowledge, but the outflows of knowledge still lack sufficient attention, especially the dynamic process of knowledge management. The framework provides guides in that process.

Citation

Zhao, Y., Lu, Y. and Wang, X. (2013), "Organizational unlearning and organizational relearning: a dynamic process of knowledge management", Journal of Knowledge Management, Vol. 17 No. 6, pp. 902-912. https://doi.org/10.1108/JKM-06-2013-0242