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1 – 10 of over 2000
Article
Publication date: 2 August 2011

Juan Gabriel Cegarra‐Navarro, M. Eugenia Sánchez‐Vidal and David Cegarra‐Leiva

SMEs may be trapped in a suboptimal stable equilibrium, as many overloaded managers are cutting back on their resources and may be over‐investing in the development of…

2927

Abstract

Purpose

SMEs may be trapped in a suboptimal stable equilibrium, as many overloaded managers are cutting back on their resources and may be over‐investing in the development of exploration and exploitation processes rather than investing in mechanisms to facilitate an unlearning context. This paper proposes an unlearning context to manage an appropriate balance between exploratory processes and exploitative processes.

Design/methodology/approach

This paper examines the relationship between and significance of two key factors of organisational learning (the exploration and exploitation of knowledge) within an unlearning context, and their effects on the improvement of the performance of SMEs. These relationships are examined through an empirical investigation of 229 SMEs in the Spanish metal sector.

Findings

The results indicate that the effects of exploration and exploitation of knowledge on organizational performance are mediated through an unlearning context.

Originality/value

The findings provide interesting insights into the drivers of organizational performance for SMEs using an unlearning context. SMEs need to provide for and support changes of perspective, of individual habits and in the framework for consolidating emergent understandings.

Article
Publication date: 1 January 2006

Juan G. Cegarra‐Navarro and Frank W. Dewhurst

The environment provided by an organisation to facilitate learning and create knowledge has been defined as the shared organisational context. The value to an organisation…

1902

Abstract

Purpose

The environment provided by an organisation to facilitate learning and create knowledge has been defined as the shared organisational context. The value to an organisation of knowledge created by the shared organisational context is called intellectual capital, of which one key component is relational capital. The purpose of this paper is to focus on the aspect of learning concerned with challenging the basic beliefs or processes that companies take for granted, which is embodied in the concept of unlearning.

Design/methodology/approach

This paper reviews the literature to identify relevant measures and present a structural equation model, which is validated through an empirical investigation of 139 small‐ to medium‐sized enterprises (SMEs) in the Spanish optometry sector.

Findings

The results indicate that companies need to support unlearning as a prior step, otherwise unlearning does not have any significant effect on the creation of relational capital.

Research limitations/implications

Few, if any, studies of the shared organisational context have considered the relationship between unlearning and the creation of intellectual capital.

Practical implications

Previous studies, particularly in knowledge management, have focussed on knowledge management systems in large world‐class organisations rather than the underlying learning process in SMEs.

Originality/value

This study examines three key constituents of the shared organisational context (the individual context, management and teamwork) and their effects on the process of unlearning.

Details

The Learning Organization, vol. 13 no. 1
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 29 April 2020

Yujuan Xi, Xiangyang Wang and Yunxia Zhu

This paper aims to explore the relationships between organizational unlearning and knowledge transfer in cross-border mergers and acquisitions (M&As) from a routine-based…

Abstract

Purpose

This paper aims to explore the relationships between organizational unlearning and knowledge transfer in cross-border mergers and acquisitions (M&As) from a routine-based view. The study also stresses the mediating role that knowledge integration capability plays in this relationship.

Design/methodology/approach

In all, 178 samples were collected from Chinese multinational corporations that experienced cross-border M&As. In addition, the bootstrap method was used to test the mediating role of knowledge integration capability.

Findings

The empirical results indicate that knowledge integration capability is the crucial link between organizational unlearning and knowledge transfer. Specifically, this capability goes beyond the direct effect of organizational unlearning on knowledge transfer and points to the importance of enhancing knowledge integration capability. In turn, knowledge integration capability has a significant influence on knowledge transfer. The study finds that knowledge integration capability mediates the relationship between organizational unlearning and knowledge transfer.

Originality/value

This study adopts a routine-based view to develop a theoretical model for examining the relationship between organizational unlearning, knowledge integration capability and knowledge transfer in the context of cross-border M&As. This model provides new insights for a routine-based understanding of the important mediating role of knowledge integration capability for knowledge transfer and the effects of this role on the specific knowledge transfer, i.e. technological, marketing and managerial knowledge.

Details

Journal of Knowledge Management, vol. 24 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 9 January 2019

Juan Gabriel Cegarra-Navarro and Anthony Wensley

Although there is widespread agreement about the importance of and need for unlearning particularly in an organizational context, concerns have been expressed by some…

Abstract

Purpose

Although there is widespread agreement about the importance of and need for unlearning particularly in an organizational context, concerns have been expressed by some researchers with respect to the coherence of the concept. The purpose of this paper is to complement organizational theories of unlearning with a clearer definition of intentional unlearning and develops an “unlearning cycle” comprising of the steps that influence unlearning focused on the need to update knowledge obtained in the past.

Design/methodology/approach

In this paper, the authors review both the current state of conceptual development and the empirical underpinning of the concept of unlearning and relate it to emerging literature on the links between levels of learning to then propose a conceptual framework which includes employees and managers as key actors in enabling intentional unlearning.

Findings

Unlearning critics have argued that unlearning has no explanatory value and is unnecessary because clear alternatives and less problematic concepts better frame the research gap that has been identified in the unlearning research literature. By addressing these concerns, this study proposes three key structures to facilitate intentional unlearning, namely, those represented by the unlearning cycle.

Originality/value

This study sheds light on the relationship across different unlearning levels. In addition, this study attempts to indicate how greater rigor may be brought to the development of research in the fields of intentional unlearning.

Details

Journal of Organizational Change Management, vol. 32 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 1 March 2013

Juan‐Gabriel Cegarra‐Navarro, Aurora Martinez‐Martinez, Jaime Ortega Gutiérrez and Antonio Luis Leal Rodríguez

The Spanish hospitality industry is facing environmental challenges which require organisations and individuals to learn new skills and practices and create new…

2060

Abstract

Purpose

The Spanish hospitality industry is facing environmental challenges which require organisations and individuals to learn new skills and practices and create new environmental knowledge. The aim of this paper is to analyse the relationships between an unlearning context and environmental knowledge.

Design/methodology/approach

This paper analyses the relationships between an unlearning context and environmental knowledge and tries to identify whether environmental knowledge impacts on business outcomes through an empirical study of 127 Spanish hospitality companies.

Findings

The results support the hypothesis that, in order to create environmental knowledge and hence foster the application of new environmental knowledge, companies need to provide and support an unlearning context.

Research limitations/implications

It is important that managers provide an appropriate unlearning context to support the openness of individuals to new ideas and environmental awareness.

Originality/value

This study provides hotel managers with a better understanding of the relationship between environmental knowledge and organisational outcomes and highlights that managers need to provide and support an unlearning context, which is customised and based on three frameworks: the framework for examining the lens through which individuals view situations; the framework for changing individual habits and the framework for consolidating emergent understandings.

Details

Management Decision, vol. 51 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 12 October 2012

Gabriel Cepeda‐Carrión, Juan Gabriel Cegarra‐Navarro and Antonio G. Leal‐Millán

The purpose of this paper is to examine the impact of an organization's unlearning context and information systems (IS) capabilities on the organization's ability to…

Abstract

Purpose

The purpose of this paper is to examine the impact of an organization's unlearning context and information systems (IS) capabilities on the organization's ability to challenge basic beliefs and to implement processes that are explicitly or tacitly helpful in the reception of new ideas (absorptive capacity). The authors also seek to examine the relationship between absorptive capacity and the existence and enhancement of innovativeness.

Design/methodology/approach

These relationships are examined through an empirical investigation of 54 doctors and 62 nurses belonging to 44 hospital‐in‐the‐home units (HHU) in Spain.

Findings

The results show that absorptive capacity is an important dynamic determinant for developing a HHU's innovativeness. Moreover, this relationship is best explained with two related constructs. Firstly, the HHU's unlearning context plays a key role in managing the tension between potential absorptive capacity and realized absorptive capacity. Secondly, the results also shed light on a tangible means for health managers to enhance their units' innovativeness (quality of service) through IS capabilities.

Research limitations/implications

The cross‐sectional design does not allow observation of the short‐ and long‐term impact of absorptive capacity on the unlearning context, information systems capability and HHU's innovativeness. Although the model presented here proposes sequenced relationships between absorptive capacities (PACAP and RACAP), the unlearning context and IS capability, the authors measure all these constructs at one point in time.

Practical implications

This sequential model presented in this paper provides practical steps for managers interested in organizational structures that support organizational innovativeness.

Originality/value

The contribution of unlearning context is related to its ability to prepare the ground for innovation processes.

Details

Management Decision, vol. 50 no. 9
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 8 July 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.

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…

1549

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

Article
Publication date: 13 September 2019

Adrian Klammer and Stefan Gueldenberg

The purpose of this paper is to empirically investigate the antecedents, levers of control and outcomes of organizational unlearning and forgetting in new product…

Abstract

Purpose

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.

Design/methodology/approach

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.

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

European Journal of Innovation Management, vol. 23 no. 4
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 27 March 2020

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

102

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

In order to remain competitive, organizations need to discard old knowledge and acquire novel information. Unlearning is essential in this respect and needs to occur at different levels in order to have the desired outcomes. Development of an unlearning cycle can raise its effectiveness and help enable new skills and capabilities to be acquired.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Development and Learning in Organizations: An International Journal, vol. 35 no. 1
Type: Research Article
ISSN: 1477-7282

Keywords

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