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The purpose of this study is to examine the influence of unlearning on knowledge management (KM) in sport organizations.

The research method in this study was the descriptive–correlative type. Subjects in this research included all the employees of sport and youth organizations in Iran. To analyze the research data, inferential statistics including exploratory factor analysis, confirmatory factor analysis, Kolmogorov–Smirnov test, Pearson correlation coefficient and structural equation model were used. A theoretical model was developed and tested based on the literature review. Data were analyzed via SPSS and LISREL software.

The results from the study illustrate that there were significant relationships among all dimensions of unlearning and dimensions of KM. Furthermore, the model of the influence of unlearning on KM, as well as the model of the influence of dimensions of unlearning on KM, illustrates proper finesses.

Through this study, the positive fundamental role of considering the processes of managing unlearning and avoiding bad habits as two coordinator tools to achieve tangible assesses in organizations is revealed and the significance of considering such studies is specified for researchers. This study supported the members of sport organizations to understand how to improve knowledge and experience of the employees through unlearning.

The context of contemporary higher education is changing, with ever-increasing student numbers and escalating demands on academics. In response, developing greater awareness and understanding of doctoral psychological contracts can help mitigate the ‘problem’ of mismatched expectations and their negative consequences. In this chapter, I review literature on doctoral supervisory relationships and highlight the paucity of research on the psychological contract. To address this, I present an autoethnographic, mixed-methods approach exploring expectations and obligations from student and supervisor perspectives. Offering insights into the complexity and diversity of doctoral psychological contracts, I conclude with recommendations for theory and practice.

The purpose of this paper is to empirically investigate the antecedents, levers of control and outcomes of organizational unlearning and forgetting in new product development (NPD) teams.

This paper employs a holistic multiple-case study design. This paper gathered data from 30 individual semi-structured interviews in 10 different NPD teams as well as additional data to triangulate the findings.

The authors propose a model of unlearning and forgetting elements occurring in NPD teams. The two most prominent factors that hamper innovation are the inability to unlearn and involuntary forgetting. Failure to manage these antecedents results in the loss of crucial resources, missing innovations or intra-team tensions. Managing knowledge loss by promoting unlearning and reducing forgetting leads to enhanced creativity and flexibility, a higher chance of exceeding innovation goals, increased conversion efficiency and augmentation of existing knowledge.

This paper contributes empirical evidence to the field of unlearning and forgetting. The model illustrates the NPD process from the perspective of organizational unlearning and forgetting. The authors examined the NPD process from an unlearning and forgetting perspective and proposed new categories of antecedents, consequences and managing unlearning and forgetting. This generates a more profound theoretical understanding of underlying knowledge loss processes in NPD teams.

Companies should promote unlearning and specify spatial and temporal freedom. In doing so, team members can identify outdated and obsolete knowledge. Being attentive to unlearning and forgetting processes allows teams to achieve increased creativity and flexibility.

This paper provides empirical evidence to generate a more profound understanding of the underlying mechanisms of knowledge loss in NPD teams. First, the authors propose a holistic model of antecedents, levers of control and consequences of both unlearning and forgetting. Second, the authors suggest that organizations can use these levers of control to successfully manage unlearning and forgetting in NPD teams.

The purpose of this paper is to examine how the organizational forgetting affect innovation performance under the consideration of the environmental turbulence as a moderating factor of the analysis framework.

This study constructs and verifies a moderated mediating model of organizational forgetting to innovation performance, using the exploratory factor analysis and the hierarchical regression analysis based on a survey sample of 320 Chinese companies.

The organizational forgetting is a critical determinant for improving innovation performance of an enterprise. A more detailed analysis reveals that first organizational forgetting cannot promote organization’s innovation performance without absorptive capacity. Second, the mediating effect of absorptive capacity is more positive when environmental turbulence is higher.

This study provides empirical evidence about the importance of organizational forgetting in the firm innovation.

This paper adds to the existing literature by providing a clear explanation of the impacts of organizational forgetting on innovation performance through a comprehensive empirical study. Contrasting with previous research, this research clarifies the boundary conditions under which organizational forgetting enhances innovation performance. In particular, the authors find that organizational forgetting is not equally positive but instead increases with the level of environmental turbulence.

Although still under-researched and characterized by a fragmented understanding, unlearning and forgetting have recently received increased scholarly attention. The purpose of this systematic literature review is to survey and evaluate key works in the field of organizational unlearning and forgetting. Through analyzing and synthesizing common themes, this paper aims to highlight research gaps and avenues for future research.

This paper follows a systematic approach of identifying, analyzing and synthesizing pertinent literature in the field of organizational unlearning and forgetting. In total, 63 works were thoroughly reviewed.

This paper highlights different levels and scopes, as well as antecedents and consequences of organizational unlearning and forgetting. Even though unlearning and forgetting has gained increased attention, researchers still need to provide robust conceptual and empirical evidence to advance the field.

By structuring the analysis and synthesis around various constructs, theories, typologies and related themes, this paper outlines several research gaps and proposes avenues for further research. Additionally, this systematic literature review resulted in the development of a framework based on the intentionality and depth of knowledge loss, which allows future researchers to position their research and differentiate themselves from other literature in the field.

As a fascinating concept, the term of organizational memory attracted many researchers from a variety of disciplines. In particular, the content of organizational memory, which involves declarative and procedural memory, found broad research interest in the management literature. Nevertheless, there is sparse research in the management literature on the emotional content aspect of organizational memory. Emotional memory is a less obvious aspect of the organizational memory and should be conceptualized, defined and investigated to enhance the literature on the organizational memory. The purpose of this study is to: define and establish the characteristics of organizational emotional memory; discuss the process of emotional memory in organizations such as how emotional memory can be developed and retrieved, and where it can be stored in organizations; and develop arguments regarding the roles of emotional memory in organizations to enhance the current theory on organizational memory.

This study reviews a variety of literature on the organizational memory and emotions.

This study demonstrated that emotional memory of organizations influences their routines, beliefs and procedures, and management should consider the past emotional experience of organizations to be more innovative.

By introducing the emotional memory process in organizations, this study helps managers to control, regulate or manipulate the recollections of past emotional events to perform effectively.

This study offers a contribution to the management literature by identifying the emotional memory concept and its processes, and presenting a model of interrelationships among emotional memory, declarative and procedural memory. In particular, this study adds new insight to the literature on the emotional life of organizations and offers literature a tool for both understanding and theorizing about emotion in organizations by making emotional memory concept explicit in a multidisciplinary understanding of organizational phenomena, and by providing a framework to clarify how we might conceptualize emotional memory.

The aim of this paper is to explore Tumpeng, a Javanese traditional food that recently became an Indonesian icon for traditional cuisine with an emphasis on the philosophical meaning and wisdom behind the food and the tradition.

The paper describes and explores the history of Tumpeng, explains the meaning of all aspects of Tumpeng, from the shape, colour and the items available. Tumpeng as the symbol of relation of mankind with God, society and environment is also analysed along with its position in the nutrition education progress in Indonesia. Future perspectives of Tumpeng are also given in the paper.

Tumpeng is an integral part of traditional ceremony in Java in every stage of human life. The shape, colour and items themselves are a symbol of the relation to God, prosperity and guidance for Javanese people in their daily lives. Tumpeng has been used for nutritional educational purposes in Indonesia due to its popularity. Moreover, the utilisation of Tumpeng has been spread to all over Indonesia and the popularity is increasing. Nevertheless, the existence is shifting to a merely economic purpose. The meaning and wisdom behind Tumpeng are slowly being eroded.

This paper gives a description and explanation about a traditional Javanese food – Tumpeng – regarding the history, meaning and its future perspective.

Ten years ago, Resende was a peaceful town near a well-known mountain resort in the State of Rio de Janeiro and housing the famous military academy through which many of the military elite of Brazil have passed. Near the border of the State of São Paulo and beside the main road linking the cities of Rio and São Paulo, Resende seemed doomed to a slow existence with no bright future ahead. This paper draws upon on-going research into the social impacts of new developments that took place in Resende, after the inauguration of two big vehicle assemblers – Volkswagen’s bus and truck plant in 1996 and the Peugeot/Citroen car assembly plant in 2001. In the case of VW, the plant was also presented as a major development in vehicle assembly. The unique feature of the plant’s production system rests on the relationship between the assembler (VW) and its component suppliers. At Resende, these were involved in a joint enterprise to establish a “modular consortium” of production. In this system, the component suppliers finance a part of the factory and organise the assembly of their components on site. As such, few of the production workers are employed by VW whose main role in the process is to co-ordinate production and market the vehicle.

The purposes of this paper are to determine the role of organizational forgetting in different type of coaching companies and to determine organizational survival based on both knowledge structure of coaching companies and organizational forgetting with core features of organizations.

Within the context of this research, two worldwide and well-known coaching companies were examined as case study, and analyses of case studies which included company background and testimonial analysis was used as inputs for the semi-structured interviews of 12 PhD students in the UK who took seminars and training from the coaching companies. Based on the interviews, the authors concluded the research as describing knowledge structure, core features and organizational forgetting type. Thus, organizational survival based on organizational forgetting could be interpreted.

Based on the case studies and interview results, there were two findings. First, it was indicated that the type of organization (knowledge structure) had a different type of organizational forgetting. Second, core features of organizations based on the interviews and types of organizational forgetting were linked to each other. According to these results, organizational survival for coaching companies was discussed.

This study also has some limitations. First, this paper just focuses on coaching organizations to find new perspective for the organizational forgetting literature. Second, because of the scope of this research, interviewees are limited to individuals who have knowledge or take any seminars related to field of coaching. Other sectors also must be considered to attain detailed knowledge related to organizational forgetting because case-specific studies will bring new dimensions to the literature of organizational forgetting.

First, this study makes a research contribution to the field of organizational forgetting because studies related to organizational forgetting mostly consist of conceptual papers, and, second, we have introduced two new perspective to the concept of organizational forgetting through this research paper.

This paper suggests that as the focus on ‘leadership’ has intensified over recent years, the quality of management in both public and private sectors has diminished. The two phenomena may be linked. Our capacity to run things properly and to manage people in a dignified and productive way has been trammelled by an over‐emphasis on the behavioural and a consequent under‐emphasis on authority, role clarity and task. The managerial vacuum thus created has been filled, imperfectly, by executive coaching and a range of other ‘learning and development’ stratagems. In the real world of complex systems, management and leadership are merely opposite sides of the same coin.