Search results

1 – 10 of over 1000
To view the access options for this content please click here
Article
Publication date: 1 February 2021

Daniel Orth and Philipa Maria Schuldis

The purpose of this paper is to empirically validate the positive effect of learning on organizational resilience and, within this relationship, understand the role of…

Abstract

Purpose

The purpose of this paper is to empirically validate the positive effect of learning on organizational resilience and, within this relationship, understand the role of unlearning in the COVID-19 crisis context and progress the current knowledge about these concepts.

Design/methodology/approach

This paper uses online survey data from German and Austrian organizations’ employees to test hypotheses derived from frameworks by Duchek (2019), Stephenson (2010) and Fiol and O’Connor (2017). The used questionnaire is built out of three pre-tested questionnaires to increase reliability. Conceptually, this paper takes a capability approach and a process perspective.

Findings

The results support the positive effect of organizational learning on resilience, while rejecting the hypothesized moderating effect of unlearning on this relationship. Organizational learning showed to have a particularly strong positive effect on the adaptive capacity of resilience, compared to organizational resilience overall.

Practical implications

To build a learning capability for organizational resilience, managers should foster an open system culture in their organization, which aims to be generally open to learn and adapt to be able to withstand adversity. During an organizational crisis, managers have the chance to rebuild organizational structures for better information flow, e.g. implementing formal knowledge management structures.

Originality/value

To the best of the authors’ knowledge, this paper is the first to empirically test the causal connection between organizational learning and resilience in the Central European context during the COVID-19 crisis. The inclusion of unlearning enriches the discourse about its conceptualizations and fosters future research.

Details

The Learning Organization, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-6474

Keywords

To view the access options for this content please click here
Article
Publication date: 13 October 2020

Volkan Yeniaras, Anthony Di Benedetto, Ilker Kaya and Mumin Dayan

Drawing on the literature on dynamic skills, this study builds upon and empirically tests a conceptual model that connects business and political ties, organizational

Abstract

Purpose

Drawing on the literature on dynamic skills, this study builds upon and empirically tests a conceptual model that connects business and political ties, organizational unlearning, organizational learning and firm performance. Specifically, this study suggests that business ties enable and political ties inhibit organizational unlearning (i.e. regenerative dynamic capability), which may, in turn, affect exploratory (i.e. renewing dynamic capability) and exploitative (i.e. incremental dynamic capability) innovation behaviors of the firm. Thus, the purpose of this study is to offer a theoretical framework in which organizational unlearning and learning act as mediating mechanisms between business and political ties and firm performance.

Design/methodology/approach

Structural equation modeling and mediation analyzes were used on a sample of 302 small and medium-size enterprises in Turkey.

Findings

This study found that business ties enable organizational unlearning while political ties impede it. This study further demonstrates that business ties positively and political ties negatively relate to organizational learning through organizational unlearning. In addition, this study shows that political ties are mostly negatively and indirectly related to firm performance through organizational learning while business ties positively and indirectly relate to firm performance.

Practical implications

The findings demonstrate the critical role that personal networks play in organizational learning and firm performance. This study provides evidence to the need to recognize and evaluate the potential and undesirable impacts of political ties on cultivating innovation skills and firm performance. In addition, this study recommends managers to embrace the significance of organizational unlearning in strategic renewal, particularly as it applies to building renewing and incremental dynamic skills for enhanced firm performance.

Originality/value

This study offers a deeper perspective of the dissected relations of social ties in emerging economies to firm performance by considering organizational unlearning and learning behaviors as mediating mechanisms.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 3
Type: Research Article
ISSN: 0885-8624

Keywords

To view the access options for this content please click here
Article
Publication date: 16 August 2019

Annette Kluge, Arnulf Sebastian Schüffler, Christof Thim, Jennifer Haase and Norbert Gronau

Insight has grown that for an organization to learn and change successfully, forgetting and unlearning are required. The purpose of this paper is to summarize the relevant…

Abstract

Purpose

Insight has grown that for an organization to learn and change successfully, forgetting and unlearning are required. The purpose of this paper is to summarize the relevant existing body of empirical research on forgetting and unlearning, to encourage research using a greater variety of methods and to contribute to a more complementary body of empirical work by using designs and instruments with a stronger reference to previous studies.

Design/methodology/approach

As the number of theoretical papers clearly exceeds the number of empirical papers, the present paper deals with the main insights based on the empirical state of research on unlearning and forgetting. So far, these empirical results have shown relationships between unlearning and other organizational outcomes such as innovation on an organizational level, but many of the other proposed relationships have not been investigated. The authors presents suggestion to apply a larger variety of qualitative, quantitative and mixed methods in organizational research.

Findings

Unlearning and forgetting research can benefit both from more diverse theoretical questions addressed in research and from a more complementary body of empirical work that applies methods, designs and instruments that refer to previous research designs and results. To understand and manage unlearning and forgetting, empirical work should relate to and expand upon previous empirical work to form a more coherent understanding of empirical results.

Originality/value

The paper presents a variety of research designs and methods that can be applied within the research context of understanding the nature of organizational forgetting and unlearning. Additionally, it illustrates the potential for different methods, such as experience sampling methods, which capture the temporal aspects of forgetting and unlearning.

To view the access options for this content please click here
Article
Publication date: 1 July 2002

James M. Sinkula

Information, whether it is acquired from an external source or generated internally, is subjected to perceptual filters made up of the organization’s norms, procedures…

Abstract

Information, whether it is acquired from an external source or generated internally, is subjected to perceptual filters made up of the organization’s norms, procedures, and beliefs that influence what information the organization attends to and ultimately accepts. This paper examines the role which these organizational filters play in unlearning; viewed here as a specialized form of organizational learning. Unlearning is defined as the “process by which firms eliminate old logics and make room for new ones” by Prahalad and Bettis. The author argues that firms which engage in unlearning activities are better able to cast aside established routines in order to replace them with ones that ultimately result in superior value to their customers.

Details

Journal of Business & Industrial Marketing, vol. 17 no. 4
Type: Research Article
ISSN: 0885-8624

Keywords

To view the access options for this content please click here
Article
Publication date: 21 September 2018

Xiangyang Wang, Ying Qi and Yingxin Zhao

The purpose of this paper is to explore the relationship between unlearning and strategic flexibility from the down-up change perspective.

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.

To view the access options for this content please click here
Article
Publication date: 9 January 2017

Eric W.K. Tsang

The first purpose of this short essay is to respond to Howells and Scholderer’s (2016) harsh critique that organizational unlearning is a superfluous concept. The second…

Abstract

Purpose

The first purpose of this short essay is to respond to Howells and Scholderer’s (2016) harsh critique that organizational unlearning is a superfluous concept. The second purpose is to establish a relationship between organizational unlearning and the learning organization.

Design/methodology/approach

To respond to Howells and Scholderer’s critique, the author carefully examines their arguments – focusing on their comments on the author’s previous publications – and checks whether the arguments are logical and coherent. To establish a relationship between organizational unlearning and the learning organization, the author draws on his own research of international joint ventures in China.

Findings

Howells and Scholderer seriously miscited the ideas in one of the author’s publications, and their main arguments are blatantly flawed. Moreover, they are unaware that many of the faults they find in the organizational unlearning literature are also present in the organizational learning literature. As to the second part of this essay, the study of the acquisition type of joint ventures clearly indicates the presence of organizational unlearning. Moreover, for such ventures to be learning organizations, the unlearning step has to be well managed.

Research limitations/implications

As mentioned, the author’s response to Howells and Scholderer’s critique focuses on their comments on the author’s publications. It is highly likely that they have made other erroneous arguments that this essay fails to capture. The author’s discussion of unlearning and learning organizations is constrained by the context of acquisition joint ventures.

Originality/value

This essay forcefully rebuts Howells and Scholderer’s critique, which can become an obstacle in the development of organizational unlearning research. The dynamics of knowledge transfer in acquisition joint ventures suggest that skills of unlearning, and not just learning, are essential to reaching the goal of being a learning organization.

Details

The Learning Organization, vol. 24 no. 1
Type: Research Article
ISSN: 0969-6474

Keywords

To view the access options for this content please click here
Article
Publication date: 9 October 2017

Xiangyang Wang, Yujuan Xi, Jingsi Xie and Yingxin Zhao

The purpose of this study is to adopt the perspective of congruence to explore how organizational unlearning facilitates knowledge transfer in cross-border mergers and…

Abstract

Purpose

The purpose of this study is to adopt the perspective of congruence to explore how organizational unlearning facilitates knowledge transfer in cross-border mergers and acquisitions (M&A).

Design/methodology/approach

Drawing on the congruence theory, this study built a theoretical model and examined it with survey data from 212 firms in China.

Findings

Organizational unlearning has no direct influence on knowledge transfer. In contrast, it promotes knowledge and routine compatibility that facilitate knowledge transfer. Routine and knowledge compatibility have different mechanisms on knowledge transfer. Specifically, the higher routine compatibility, the more effective is knowledge transfer. When knowledge compatibility is at a medium level, the effectiveness of knowledge transfer is optimal.

Practical implications

Firms should regard organizational unlearning as a crucial facilitator to knowledge and routine compatibility that promote knowledge transfer.

Originality/value

This study provides a specific understanding of the relationships between organizational unlearning and knowledge transfer by focusing on knowledge and routine compatibility as the crucial links, and enriches existing literature regarding knowledge transfer.

Details

Journal of Knowledge Management, vol. 21 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

To view the access options for this content please click here
Article
Publication date: 13 August 2019

Shubham Sharma and Usha Lenka

Learning, unlearning and relearning (LUR) has been preached as a panacea to organizations. Whereas, research on learning and unlearning has grown exponentially, relearning…

Abstract

Purpose

Learning, unlearning and relearning (LUR) has been preached as a panacea to organizations. Whereas, research on learning and unlearning has grown exponentially, relearning is still considered as an obscure concept. This paper aims to provide a new insight on organizational relearning and highlight its linkages with organizational unlearning.

Design/methodology/approach

This study is based upon a systematic literature review of organizational unlearning and organizational relearning. Papers expounding upon relearning were carefully analyzed vis-à-vis organizational unlearning.

Findings

Organizational unlearning and organizational relearning assume a vital place in developing a learning organization. However, linking the two processes in a sequence tends to arouse certain conceptual difficulties. First, it is not necessary that relearning follows this prescribed ordering sequence. It is a process that can happen without prior unlearning. Second, based on the process model and multiple definitions of unlearning, the very purpose of organizational unlearning is to acquire new knowledge (relearning in literature). Therefore, in this sense, relearning seems to become a redundant concept and a neologism. As a result, this hampers the proper contextualization of relearning.

Originality/value

This paper attempts to expound upon the debate of organizational relearning and its interplay with organizational unlearning. As the concept of lifelong learning and building learning organizations assumes the center stage in contemporary organizations, it is suggested that unless the conceptual issues of related to LUR are not adequately addressed, academicians will naturally find it difficult to prescribe proper course of action to practitioners.

Details

The Learning Organization, vol. 26 no. 5
Type: Research Article
ISSN: 0969-6474

Keywords

To view the access options for this content please click here
Article
Publication date: 15 October 2018

Adrian Klammer and Stefan Gueldenberg

Although still under-researched and characterized by a fragmented understanding, unlearning and forgetting have recently received increased scholarly attention. The…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Journal of Knowledge Management, vol. 23 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

To view the access options for this content please click here
Article
Publication date: 21 October 2013

Yingxin Zhao, Yanqiu Lu and Xiangyang Wang

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

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.

Details

Journal of Knowledge Management, vol. 17 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

1 – 10 of over 1000