Unlearning the organization

McGill, Michael E.; Slocum, John W.

doi:10.1016/0090-2616(93)90054-5

Cited by 275 publications

(230 citation statements)

References 4 publications

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“…An activation of the willingness to experiment further increases intuiting (Ulrich et al 1993). McGill/Slocum (1993) emphasize the importance of questioning existing knowledge with the catchphrase 'unlearning'. Which underlying assumption in organizational culture is required to induce that behavior?…”

Section: Influence On Intuitingmentioning

confidence: 99%

Organizational Culture as the Glue between People and Organization: A Competence-based View on Learning and Competence Building

Freiling

Fichtner²

2010

German Journal of Human Resource Management: Zeitschrift für Pe

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ArticleOrganizational culture as the glue between people and organization: A competence-based view on learning and competence building Is organizational culture a catalyst of competence development? This paper argues it is. The reason for this is that organizational culture fosters the process of learning and competence building and works as a glue between people and the organization they belong to. We employ a most recently developed approach belonging to market process theory, the so-called 'competence-based theory of the firm', to explain these causal relationships.

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Section: Influence On Intuitingmentioning

confidence: 99%

Organizational Culture as the Glue between People and Organization: A Competence-based View on Learning and Competence Building

Freiling

Fichtner²

2010

German Journal of Human Resource Management: Zeitschrift für Pe

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“…Unlearning is defined as the process by which people and firms eliminate old logic and substitute it with something fundamentally new ( McGill & Slocum, 1993;Baker & Sinkula, 2002;Sinkula, 2002). The ability to unlearn is one of the most critical competencies people require to overcome pre-judgement and obsolete mental models that otherwise act as key barriers to disruptive innovation (Assink, 2006;Ferriani, Garnsey, & Lorenzoni, 2012).…”

Section: Enabling Potential Disruptive Innovationmentioning

confidence: 99%

Antecedents and implications of disruptive innovation: Evidence from China

2015

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A growing recognition of the importance of disruptive innovation has led researchers to examine the question of how disruptive innovation comes about and to what extent it reflects "discovery" versus "creation" of opportunities. Earlier research has focused on the organisational preconditions for disruptive innovation to arise. Much less attention has been paid to the role of innovation processes, including their goals and design, in promoting disruptive innovation. In this paper we aim to begin to fill this gap by better understanding how new innovation processes can act as antecedents for disruptive innovation.We adopt an inductive theory-building methodology using a set of case studies of Chinese firms to develop propositions about how novel R&D and production processes can foster disruptive innovation. We find that in the case of China the adoption of new innovation processes that re-define the focus of innovation and re-engineer traditional R&D processes in ways that allow the novel deployment of Chinese cost advantages can create offerings that incorporate the key elements of disruptive innovation in the sense that they challenge incumbents' established business models. Realising disruptive innovation opportunities requires proactive initiatives. We conclude by discussing the managerial implications and possible responses as well as directions for future research.

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“…In this process, firms unlearn practices typical of their home countries (cf. Bettis & Prahalad, 1995;Hedberg, 1981;Lewin, 1947;McGill & Slocum, 1993;Prahalad & Bettis, 1986).…”

Section: Theory and Hypothesesmentioning

confidence: 99%