The Palgrave Handbook of Anarchism

Research on Knowledge Divestment in the Perspective of Organizational Unlearning

“…Therefore, it suggests a far further unlearning, so-called "deep unlearning" [23]. What is behind cognitive unlearning is the implication that the knowledge carried by individuals and their ways of working have significant impacts on how they consider and learn the world surrounding, and consequently build their ability to embrace new ways and change, which are called frames of reference [49] which defines the system consist of deep values and belief that lead, build, and instruct individual values and behaviors [50]. Thus, when pursuing unlearning, individuals need to let go of the knowledge that is believed to be accurate, question current frames of reference, and change mental models [49].…”

“…However, besides first-line employees, some key individuals, particularly leaders, can have a powerful and decisive influence on the success of unlearning and knowledge divestment [49]. On the one hand, a divestment and unlearning program endorsed by top management will have legitimacy and plenty of resources to sustain and avoid initiative decay.…”

“…The behavioral perspective believes that experience plays a vital role in unlearning, and ongoing experience could build capability in an organization and embed routines, which may have an adverse effect in the longer term [54]. It calls for a focus on identifying behaviors that restrain responses in organizations when changing behaviors [49]. The last social perspective suggests that connection and interaction between individuals will help establish the bond that builds and share knowledge, and particularly the social network that unlearning needs could assist or hinder this process [53].…”

“…Moreover, organizational culture, which can be viewed as a frame of reference at the organizational level [55] and the consideration of tacit knowledge in a company [56], also plays a crucial role in the field. It can intervene in adopting alternative ways of dealing with issues or handling situations by limiting the effectiveness within the organization in a similar or new context and environment [49]. Although culture itself may not make a company more resistant to unlearning, a significant culture change will be needed when facing a severe challenge and generating a culture of adaption and agility for knowledge divestment.…”

“…The information gathered should inform top managers who quickly get personal biases and question current processes and assumptions. Organizations could unlearn ways of operation through feedback management that are currently used but not optimal for high performance in the long term [49].…”