View in EDS

Navigating the Unlearning Landscape: An Organizational Unlearning Taxonomy and an Outcome-Centric Model

Saved in:
Bibliographic Details
Title: Navigating the Unlearning Landscape: An Organizational Unlearning Taxonomy and an Outcome-Centric Model
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
FullText Text:
  Availability: 0
Header DbId: eric
DbLabel: ERIC
An: EJ1448043
AccessLevel: 3
PubType: Academic Journal
PubTypeId: academicJournal
PreciseRelevancyScore: 0
IllustrationInfo
Items – Name: Title
  Label: Title
  Group: Ti
  Data: Navigating the Unlearning Landscape: An Organizational Unlearning Taxonomy and an Outcome-Centric Model
– Name: Language
  Label: Language
  Group: Lang
  Data: English
– Name: Author
  Label: Authors
  Group: Au
  Data: <searchLink fieldCode="AR" term="%22Samuele+Maccioni%22">Samuele Maccioni</searchLink><br /><searchLink fieldCode="AR" term="%22Cristiano+Ghiringhelli%22">Cristiano Ghiringhelli</searchLink><br /><searchLink fieldCode="AR" term="%22Edoardo+Datteri%22">Edoardo Datteri</searchLink>
– Name: TitleSource
  Label: Source
  Group: Src
  Data: <searchLink fieldCode="SO" term="%22Learning+Organization%22"><i>Learning Organization</i></searchLink>. 2024 31(6):960-984.
– Name: Avail
  Label: Availability
  Group: Avail
  Data: 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
– Name: PeerReviewed
  Label: Peer Reviewed
  Group: SrcInfo
  Data: Y
– Name: Pages
  Label: Page Count
  Group: Src
  Data: 25
– Name: DatePubCY
  Label: Publication Date
  Group: Date
  Data: 2024
– Name: TypeDocument
  Label: Document Type
  Group: TypDoc
  Data: Journal Articles<br />Reports - Research
– Name: Audience
  Label: Education Level
  Group: Audnce
  Data: <searchLink fieldCode="EL" term="%22Adult+Education%22">Adult Education</searchLink>
– Name: Subject
  Label: Descriptors
  Group: Su
  Data: <searchLink fieldCode="DE" term="%22Organizational+Change%22">Organizational Change</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+Learning%22">Organizational Learning</searchLink><br /><searchLink fieldCode="DE" term="%22Taxonomy%22">Taxonomy</searchLink><br /><searchLink fieldCode="DE" term="%22Outcome+Measures%22">Outcome Measures</searchLink><br /><searchLink fieldCode="DE" term="%22Models%22">Models</searchLink><br /><searchLink fieldCode="DE" term="%22Journal+Articles%22">Journal Articles</searchLink><br /><searchLink fieldCode="DE" term="%22Resistance+to+Change%22">Resistance to Change</searchLink><br /><searchLink fieldCode="DE" term="%22Change+Strategies%22">Change Strategies</searchLink><br /><searchLink fieldCode="DE" term="%22Learning+Processes%22">Learning Processes</searchLink><br /><searchLink fieldCode="DE" term="%22Ambiguity+%28Context%29%22">Ambiguity (Context)</searchLink><br /><searchLink fieldCode="DE" term="%22Attitudes%22">Attitudes</searchLink><br /><searchLink fieldCode="DE" term="%22Beliefs%22">Beliefs</searchLink><br /><searchLink fieldCode="DE" term="%22Decision+Making%22">Decision Making</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+Climate%22">Organizational Climate</searchLink><br /><searchLink fieldCode="DE" term="%22Continuing+Education%22">Continuing Education</searchLink>
– Name: DOI
  Label: DOI
  Group: ID
  Data: 10.1108/TLO-02-2023-0025
– Name: ISSN
  Label: ISSN
  Group: ISSN
  Data: 0969-6474<br />1758-7905
– Name: Abstract
  Label: Abstract
  Group: Ab
  Data: 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.
– Name: AbstractInfo
  Label: Abstractor
  Group: Ab
  Data: As Provided
– Name: DateEntry
  Label: Entry Date
  Group: Date
  Data: 2024
– Name: AN
  Label: Accession Number
  Group: ID
  Data: EJ1448043
PLink https://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=eric&AN=EJ1448043
RecordInfo BibRecord:
  BibEntity:
    Identifiers:
      – Type: doi
        Value: 10.1108/TLO-02-2023-0025
    Languages:
      – Text: English
    PhysicalDescription:
      Pagination:
        PageCount: 25
        StartPage: 960
    Subjects:
      – SubjectFull: Organizational Change
        Type: general
      – SubjectFull: Organizational Learning
        Type: general
      – SubjectFull: Taxonomy
        Type: general
      – SubjectFull: Outcome Measures
        Type: general
      – SubjectFull: Models
        Type: general
      – SubjectFull: Journal Articles
        Type: general
      – SubjectFull: Resistance to Change
        Type: general
      – SubjectFull: Change Strategies
        Type: general
      – SubjectFull: Learning Processes
        Type: general
      – SubjectFull: Ambiguity (Context)
        Type: general
      – SubjectFull: Attitudes
        Type: general
      – SubjectFull: Beliefs
        Type: general
      – SubjectFull: Decision Making
        Type: general
      – SubjectFull: Organizational Climate
        Type: general
      – SubjectFull: Continuing Education
        Type: general
    Titles:
      – TitleFull: Navigating the Unlearning Landscape: An Organizational Unlearning Taxonomy and an Outcome-Centric Model
        Type: main
  BibRelationships:
    HasContributorRelationships:
      – PersonEntity:
          Name:
            NameFull: Samuele Maccioni
      – PersonEntity:
          Name:
            NameFull: Cristiano Ghiringhelli
      – PersonEntity:
          Name:
            NameFull: Edoardo Datteri
    IsPartOfRelationships:
      – BibEntity:
          Dates:
            – D: 01
              M: 01
              Type: published
              Y: 2024
          Identifiers:
            – Type: issn-print
              Value: 0969-6474
            – Type: issn-electronic
              Value: 1758-7905
          Numbering:
            – Type: volume
              Value: 31
            – Type: issue
              Value: 6
          Titles:
            – TitleFull: Learning Organization
              Type: main
ResultId 1