How unlearning affects radical innovation: The dynamics of social capital and slack resources

Yang, Kuo-Pin; Chou, Christine; Chiu, Yu-Jen

doi:10.1016/j.techfore.2013.12.014

Cited by 68 publications

(83 citation statements)

References 82 publications

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“…Hedberg 1981;Nystrom and Starbuck 1984), the idea that organizations should discard obsolete or hindering knowledge for creating new one has been further developed. Several authors (Akgün et al 2007;Buchen 1999;Klammer and Gueldenberg 2016;Tsang 2008;Yang, Chou, and Chiu 2014) argue that unlearning enables organizations to remain adaptive to a changing and unstable business environment.…”

Section: Introductionmentioning

confidence: 99%

Leaving Behind What We are Not: Applying a Systems Thinking Perspective to Present Unlearning as an Enabler for Finding the Best Version of the Self

Grisold¹,

Kaiser²

2017

Journal of Organisational Transformation & Social Change

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In response to criticism on the concept of 'unlearning', we suggested that unlearning on an individual level should be defined as the reduction of the influence of old knowledge on cognitive and/or behavioural processes. In this article, we apply a systems thinking perspective on this definition to explore how far this kind of unlearning can possibly go and what happens if this process is inward-directed, i.e. affects the cognitive and behavioural patterns that define who we are. We take a knowledge perspective on the concept of the self and suggest that unlearning could trigger a disequilibrium, which in turn, enables a deep learning process and guides us to what is referred to as ideal or best version of the self. This does not only have implications for the individual level but it can initiate fundamental change processes in organizations.

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Section: Introductionmentioning

confidence: 99%

Leaving Behind What We are Not: Applying a Systems Thinking Perspective to Present Unlearning as an Enabler for Finding the Best Version of the Self

Grisold¹,

Kaiser²

2017

Journal of Organisational Transformation & Social Change

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“…The success of this type of innovation requires a wide range of facilitators, both within and outside organizations (Yang et al, 2014). Various studies have attempted to unravel what those facilitators are (e.g., Koberg et al, 2003), although some authors consider that, unlike other types of innovation, antecedents and processes related to radical innovation are not well documented (McDermott & O'Connor, 2002;O'Malley et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

How does altruistic leader behavior foster radical innovation? The mediating effect of organizational learning capability

Domínguez-Escrig

Broch

Chiva

et al. 2016

LODJ

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Findings. Results suggest that organizational learning capability fully mediates the relationship between altruistic leader behavior and radical innovation. Research limitations/implications. The database used in the study is very heterogeneous.Future research might delimit the database by organization size or sector. Practical implications. Results suggest ideas for organizations that want to implement a working environment that fosters innovation performance in order to achieve radical innovationsOriginality/value. This is one of the few studies to concentrate on altruistic leader behaviors as such. This paper contributes to understanding how altruistic leader behavior affects radical innovation and the key role played by organizational learning capability.

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“…However, the term unlearning is being used for both knowledge types simultaneously. For example, unlearning is used with regards to changes in routines and beliefs [21], routines, habits and cognitive frameworks or understanding and behaviour [35], [45]. Both knowledge types are closely connected as our beliefs and assumptions navigate our behaviour and become implicit over time [46].…”

Section: Issue 3: What Should Be Unlearnt?mentioning

confidence: 99%

Unlearning before Creating new Knowledge: A Cognitive Process.

Grisold¹,

Kaiser²,

Hafner³

2017

Proceedings of the Annual Hawaii International Conference on System Sciences

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How unlearning affects radical innovation: The dynamics of social capital and slack resources

Cited by 68 publications

References 82 publications

Leaving Behind What We are Not: Applying a Systems Thinking Perspective to Present Unlearning as an Enabler for Finding the Best Version of the Self

Leaving Behind What We are Not: Applying a Systems Thinking Perspective to Present Unlearning as an Enabler for Finding the Best Version of the Self

How does altruistic leader behavior foster radical innovation? The mediating effect of organizational learning capability

Unlearning before Creating new Knowledge: A Cognitive Process.

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