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Interest in the topic of unlearning has grown in recent years, fueled by rapid changes in the business environment and resultant organizational change. This change challenges individuals and organizations to unlearn past knowledge and practice to embrace new organizational realities. However, much of the unlearning literature focuses on either individual or organizational factors that enable or hinder unlearning. This paper aims to look beyond the organizational boundary to question whether there are tensions between professionals and the organizations in which they work that influence organizational unlearning.

This is a conceptual paper analyzing how professions are established to identify the implications for organizational unlearning. The critical elements of a profession are explored to identify the potential impact that professionals within the organization may have on organizational learning and unlearning.

The paper argues that to facilitate unlearning, organizations must recognize not only internal factors but also external pressures on individuals and groups. In particular, professions with a strong identity may represent a significant force that can either engender or resist attempts to learn and unlearn by the organization.

Within the existing unlearning literature, individual and organizational factors that facilitate or hinder unlearning have been widely canvased. However, little attention has been given to the factors beyond organizational boundaries that may also impact unlearning, particularly for individuals and groups with strong professional identities. This paper offers some unique insights into this potential factor for consideration by those seeking to enhance organizational unlearning.

Many organisations are reconsidering their investment in formal education and training, in favour of more informal approaches to learning such as mentoring, temporary assignments, stretch assignments, and job rotation. The purpose of this paper is to explore the ways in which managers have developed capabilities for their roles thus far and their preferred approaches for future development with particular consideration given to a comparison of formal and informal learning.

This paper reports on a case study conducted within an Australian nonprofit organisation focussing on the extent to which managers attribute their current level of management skills to formal or informal learning and the extent to which they would prefer formal or informal learning (or a combination) for future development.

Findings indicate a large part of the managers’ current management capabilities were acquired through informal means, and these are seen as desirable for ongoing development, however, there is also a desire for formal learning methods to complement informal methods.

Management development is a critical HRD activity however there is limited knowledge about how managers have built their current capabilities and their preferences in terms of the mix of formal and informal learning for the future.

The purpose of this paper is to examine the factors affecting employees’ overall acceptance, satisfaction and future use of e-learning, specifically exploring the impact that age has on the intended future use of e-learning relative to the other potential predictors.

The project developed an online survey and invited employees of one Australian rail organisation to participate. Questions were structured around the factors that affect acceptance and future use of e-learning. Statistical analysis was used.

The findings from the study suggest that, despite the often espoused stereotype, age is not a significant factor impacting either future use intentions or satisfaction with e-learning. In contrast, three variables were found to be useful predictors of intention for future use of organisational e-learning; low complexity, authenticity and technical support.

The study did not consider other moderating effects related to demographic data other than age, such as educational experience. Further, the case presented is a single organisation and therefore is not necessarily representative of other industries. Future studies should adopt a mixed methods approach.

This study has emphasised that attention needs to be focussed on factors over which organisations have control when adopting and using e-learning. Employee age should not be seen as an obstacle to e-learning implementation, rather attention needs to turn to effective and user-friendly e-learning interventions along with sufficient technology support.

Perceptions within industry and indeed in some literature, suggest that employee age stereotypes still exist in relation to technology uptake. This research has demonstrated that this stereotype is an erroneous assumption and emphasised the importance of other factors.

Stadium naming rights programs have proliferated over the past decade, yet we have no direct evidence that these types of sponsorship programs help companies develop their long-term brand equity or even provide a short-term boost to corporate value. This paper examines the impact that naming rights programs have had on the stock values of the corporate sponsors. Using event study analysis, it is found that there are mixed responses to these types of programs. A discussion is provided which helps to explain the mixed results and provides communications mangers with some suggestions on creating more effective naming rights programs.

This paper aims to examine the critical question of how to increase productivity without also increasing the burnout risk. A systems thinking framework was applied to explore individual perceptions of team dynamics and how they relate to morale, work–life balance (WLB) and hours worked.

Using an online survey, data from 1,222 Australian workers were analysed using hierarchical multiple regression and principal components analysis (PCA).

Self-reported productivity was found to be predicted by engagement whereas burnout and morale had minimal impact. Burnout risk was not related to hours worked but was reduced when WLB, quality work and trust is higher. Co-worker effort impacted morale and a factor labelled as team “sense of accomplishment” (SoA) was identified.

The results of this research have limited generalisability to wider populations due to sampling methods, being conducted in the Australian context and respondents coming from a diverse range of occupations. The sample being skewed towards younger age groups and the acknowledged use of single-item measures may also restrict drawing broader conclusions from the results.

A socio-technical systems thinking model to diagnose the link between workplace burnout and productivity is applied. The approach involved understanding the importance of trust and how the connection between people and systems can influence morale.

This paper aims to provide a synthesis of the contributions to this special issue focusing on organizational unlearning.

The papers were examined in depth to identify the key contributions and areas of ongoing concern for those researching unlearning.

Each paper was noted as making a unique contribution to the unlearning debate, and the authors’ understanding of this critical issue, however, areas of divergence or contradiction remain. Although the special issue called for a range of disciplines to engage with the topic, it is clear that some disciplines and contexts have embraced the concept of unlearning more than others, and that there are some key issues that remain problematic for advancing research of this phenomenon. Two key imperatives include clarifying and aligning terminology and advancing stronger underpinning empirical research of unlearning.

The paper identifies the current contradictions and questions relating to organizational unlearning and argues that it is time for clarity and more empirical research about this critical topic.

The purpose of this paper is to study the use of blended learning in the workplace and questions whether interpersonal interaction facilitates learner engagement (specifically behavioral, cognitive and/or emotional engagement), and if so, the means by which this occurs.

A qualitative approach was taken to this exploratory study, a single-case study design was utilized, and data collection methods involved interviews with facilitators and past participants of a blended workplace learning (BWL) program.

Human interaction in the BWL program included learner–facilitator, learner–learner and learner–colleague interaction. Where human interaction was present, it was reported to be linked with more active behavioral engagement, higher cognitive engagement and stronger and more positive emotional engagement than where human interaction was absent.

The single-case study design does not allow for generalizability of findings. Reliance on self-reported data through interviews without cross-validation from other forms of measurement is a further limitation of the study.

Effective blended learning programs for workplaces are those that provide opportunities for learners to engage through human interaction with facilitators, other learners and colleagues. The findings advance current knowledge of BWL, and have implications for human resource development professionals, and designers and facilitators of blended learning programs for workplaces.

The study contributes to existing literature on blended learning in the workplace and emphasizes the importance of ensuring that human interaction is still an element of blended learning to maximize the benefits to learners and organizations.

One of the critical issues for change management, particularly in relation to the implementation of new technologies, is the existence of prior knowledge and established mental models which may hinder change efforts. Understanding unlearning and how it might assist during organizational change is a way to address this resistance. The purpose of this paper is to present research designed to identify specific factors that facilitate unlearning.

Drawing together issues identified as potential influencers of unlearning, a survey questionnaire was developed and administered in an Australian corporation undergoing large‐scale change due to the implementation of an enterprise information system. The results were analyzed to identify specific factors that impact on unlearning.

Findings from this paper identify factors that hinder or help the unlearning process during times of change including understanding the need for change, the level of organizational support and training, assessment of the change, positive experience and informal support, the organization's history of change, individual's prior outlooks, and individuals' feelings and expectations.

The use of only one organization does not allow for comparisons between organizations of different sizes, cultures or industries and therefore extension of this research is recommended.

For practitioners, this paper provides specific elements at both the level of individuals and the organization that need to be considered for optimal unlearning during times of change.

Previous literature on unlearning has been predominantly conceptual and theoretical. These empirical findings serve to further an earlier model based on qualitative research into potential influencers of unlearning.

The purpose of this paper is to explore the level of consideration given to unlearning during human resource development interventions and to identify the methods being used to reinforce training and development.

A self‐administered questionnaire was given to a convenience sample of employers in regional Queensland and the Northern Territory, Australia. Analysis of responses using descriptive statistics was conducted to identify whether approaches differed in relation to unlearning and reinforcement between large and small organisations, and between those with high labour turnover and those with low labour turnover.

Results reveal that larger organisations give far more consideration to unlearning than smaller organisations. Those organisations with high labour turnover focus less on unlearning that those with a more stable workforce. Coaching and performance feedback were reported as the most commonly used method of reinforcement of learning and unlearning.

Low response rates mean that results are not statistically generalisable. Owing to the regional location of respondents there may be differences in findings in large metropolitan centres.

Reinforces to practitioners the need to consider unlearning, and also indicates a need for further research in this area. From a managerial perspective the results show that managers need to employ a range of tools and techniques to ensure unlearning can occur.

This paper reports on a study examining unlearning; and begins to address the lack of empirical research on this important concept.

The purpose of this paper is to explore the extent to which learning styles influence tertiary students' preferences for flexible delivery and assessment methods in higher education.

A voluntary self‐administered questionnaire was distributed within three core undergraduate courses. A total of 891 students responded to the survey, across a range of locations, representing a response rate of approximately 45 per cent

Results reveal that learning styles do not appear to influence students level of preference overall for flexible delivery methods and assessment approaches. However, there remain a significant percentage of students who report that they do not want all course delivery to be online. The findings generally suggest that there are changing expectations of students in relation to delivery and assessment in tertiary education

The research has been conducted at undergraduate level in business disciplines and therefore may not adequately represent the opinions of postgraduate students, or students from other disciplines. In addition over 75 per cent of respondents fall within the Generation Y category, which means that these results may not be generalisable to older populations of learners.

Demonstrates to educators the importance of considering learning styles when developing, delivery and assessing courses, and reinforces that very few students desire entirely online courses.

The paper focuses specifically on the preferences of students in relation to assessment and delivery via technology and identifies critical considerations for course developers.