Compatibility and unlearning in knowledge transfer in mergers and acquisitions

Yıldız, Harun; Fey, Carl F.

doi:10.1016/j.scaman.2010.09.010

Cited by 52 publications

(84 citation statements)

References 34 publications

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“…Unlearning as a process is commonly studied in the same context as the learning process (Akgün et al, 2007;Yeo, 2007;Yildiz and Fey, 2010;Leal-Rodríguez et al, 2015). Even though "little consideration has been given to unlearning" (Becker, 2008, p. 89), some researchers highlight the importance of the process of unlearning as an antecedent to new learning related to innovation and organizational change (McGill and Slocum Jr., 1993;Lei, Slocum and Pitts, 1999).…”

Section: Organizational Unlearningmentioning

confidence: 99%

Unlearning at the Individual Level: An Exploratory Case Study in a High Power Distance Country

Wilbert¹,

Durst²,

Ferenhof³

et al. 2018

jim

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This paper presents a case study that addresses factors that influence unlearning at the individual level. These factors were studied in a public sector organization located in a country characterized by high power distance. The case organization went through a change process of a daily routine caused by the introduction of a new technology. Data were collected through semi structured face-to-face interviews with shop floor agents in the state of Santa Catarina/Brazil. The results highlight the strong influence of the support of formal leaders on the unlearning process of individuals, suggesting that managers operating in a high power distance environment have to make bigger efforts compared to their counterparts in small power distance settings to promote unlearning processes of employees. The study advances the limited body of knowledge regarding unlearning in general and unlearning at the individual level in particular. It also stresses the influence of the national cultural dimension on the unlearning process of individuals.

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Section: Organizational Unlearningmentioning

confidence: 99%

Unlearning at the Individual Level: An Exploratory Case Study in a High Power Distance Country

Wilbert¹,

Durst²,

Ferenhof³

et al. 2018

jim

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show abstract

“…[1,6,14,22,28,39], unlearning is a process of "discarding" or reducing, eliminating, clearing, releasing obsolete aspect. Some others have expressed unlearning as a process of "discarding obsolete aspect for making new way" (for example, [7][8][9]13,19,23,40,41] have stated unlearning is a process of "acknowledgement of obsolete aspect, discarding of it to accommodate new aspect" (e.g. [25,42].…”

Section: Group Levelmentioning

confidence: 99%

“…Abandoning old cognitive frames, which would have filtered out new ideas and knowledge, are particularly important when new knowledge is conflicting with the current frames of reference. Thus, cognition helps individual/organizations receive before unperceived and/or disregarded new knowledge [40]. Based on the cognitive perspective, replacing new knowledge is substantially shaped and limited by the potential cognitive filters and frames of reference.…”

Section: Unlearning Dimensionsmentioning

confidence: 99%

“…This separation process is problematic for new knowledge could have become habitual and followed unconsciously. As some authors (such as [40]), the behavioral dimension of unlearning entails the discarding of not only conscious and deliberate actions but also subconscious of it. These activities have been manifested in routine, practices and processes.…”

Section: Unlearning Dimensionsmentioning

confidence: 99%

See 1 more Smart Citation

Organizational Unlearning: An Analytical Literature Review

Akhshik¹

2014

Int J Econ & Manag Sci

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This report sets out to provide an analytical review and commentary along the literature about unlearning in organizations (UO). Since this issue has managerial importance, this paper provides significant motivation for deepening our understanding of the unlearning. The review covers the period from 1981 to 2013 inclusive and focused on organizational management. Theoretical and empirical works are analyzed from the perspective of content focus. Three research themes are discussed: Antecedents (levels, process and facilitator), dimensions (cognitive, behavioral and contextual) and consequences (benefits and harms) of UO. The paper also concerns unanswered questions in each trend. Finally, an outline of topics requiring further research is offered.

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“…Multinationals closely examine their decisions to see if learning from previous acquisitions compare favorably with knowledge needed for new acquisitions. This may even require the multinational to unlearn some of the old knowledge no longer relevant (Yildiz and Fey, 2010). Therefore, at some stage in the internationalization process, CBA decisions have to break away from extant path dependencies, and usher in path breaking change through application of ''agency'' in their entry-mode choices.…”

Section: Introductionmentioning

confidence: 99%