Navigating the Unlearning Landscape: An Organizational Unlearning Taxonomy and an Outcome-Centric Model
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| Title: | Navigating the Unlearning Landscape: An Organizational Unlearning Taxonomy and an Outcome-Centric Model |
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| Language: | English |
| Authors: | Samuele Maccioni, Cristiano Ghiringhelli, Edoardo Datteri |
| Source: | Learning Organization. 2024 31(6):960-984. |
| Availability: | Emerald Publishing Limited. Howard House, Wagon Lane, Bingley, West Yorkshire, BD16 1WA, UK. Tel: +44-1274-777700; Fax: +44-1274-785201; e-mail: emerald@emeraldinsight.com; Web site: http://www.emerald.com/insight |
| Peer Reviewed: | Y |
| Page Count: | 25 |
| Publication Date: | 2024 |
| Document Type: | Journal Articles Reports - Research |
| Education Level: | Adult Education |
| Descriptors: | Organizational Change, Organizational Learning, Taxonomy, Outcome Measures, Models, Journal Articles, Resistance to Change, Change Strategies, Learning Processes, Ambiguity (Context), Attitudes, Beliefs, Decision Making, Organizational Climate, Continuing Education |
| DOI: | 10.1108/TLO-02-2023-0025 |
| ISSN: | 0969-6474 1758-7905 |
| Abstract: | Purpose: The purpose of this paper is to explore the phenomenon of organizational unlearning with a focus on challenging path dependence and its implications on the organizational change field. By generating a taxonomy of unlearning definitions and examining the dimensions, actors and processes involved, the authors aim to offer a holistic understanding of organizational unlearning and its potential applications for organizations facing ambiguity and uncertainty. Design/methodology/approach: This conceptual paper draws the literature on organizational unlearning to map existing definitions and categorize them into a comprehensive taxonomy to propose a model focused on the outcomes. Findings: The findings highlight that organizational unlearning involves the three main organizational dimensions (micro: individuals; meso: groups; macro: organizations) and that the macro-organizational perspective represents the best fit for the concept. Furthermore, the authors' argue that the most appropriate process for understanding the unlearning phenomenon is through challenge, as it allows the questioning of the present and facilitates critical reflection. Finally, applying organizational unlearning to path dependence concept, the authors' posit that organizations can overcome negative transfer effects and build new awareness to reinterpret their dependencies in light of environmental changes. Originality/value: This study contributes to the literature on organizational unlearning by providing a comprehensive taxonomy of definitions, clarifying the dimensions, constructs and processes involved. The integration of challenging path dependence with organizational unlearning offers a novel perspective on the potential for organizational change field. The paper's findings have practical implications for organizations striving to survive and develop in uncertain environments. |
| Abstractor: | As Provided |
| Entry Date: | 2024 |
| Accession Number: | EJ1448043 |
| Database: | ERIC |
| Abstract: | Purpose: The purpose of this paper is to explore the phenomenon of organizational unlearning with a focus on challenging path dependence and its implications on the organizational change field. By generating a taxonomy of unlearning definitions and examining the dimensions, actors and processes involved, the authors aim to offer a holistic understanding of organizational unlearning and its potential applications for organizations facing ambiguity and uncertainty. Design/methodology/approach: This conceptual paper draws the literature on organizational unlearning to map existing definitions and categorize them into a comprehensive taxonomy to propose a model focused on the outcomes. Findings: The findings highlight that organizational unlearning involves the three main organizational dimensions (micro: individuals; meso: groups; macro: organizations) and that the macro-organizational perspective represents the best fit for the concept. Furthermore, the authors' argue that the most appropriate process for understanding the unlearning phenomenon is through challenge, as it allows the questioning of the present and facilitates critical reflection. Finally, applying organizational unlearning to path dependence concept, the authors' posit that organizations can overcome negative transfer effects and build new awareness to reinterpret their dependencies in light of environmental changes. Originality/value: This study contributes to the literature on organizational unlearning by providing a comprehensive taxonomy of definitions, clarifying the dimensions, constructs and processes involved. The integration of challenging path dependence with organizational unlearning offers a novel perspective on the potential for organizational change field. The paper's findings have practical implications for organizations striving to survive and develop in uncertain environments. |
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| ISSN: | 0969-6474 1758-7905 |
| DOI: | 10.1108/TLO-02-2023-0025 |
