Unlearning at Work: Insights for Organizations

✍ Scribed by Makoto Matsuo

• Publisher: Springer
• Year: 2021
• Tongue: English
• Leaves: 98
• Series: SpringerBriefs in Business
• Category: Library

✦ Synopsis

This book is to provide insights into the process of individual unlearning, which is little known in previous studies. This is the first book that described how employees should unlearn, i.e., abandon obsolete and outdated beliefs or routines to acquire new ones, at workplace. Updating old knowledge and skills to new one is crucial not only for organizations but also for individuals to survive in today’s competitive and turbulent environment. It provides readers with mechanisms by which personal factors, such as goal orientation, reflection, and critical reflection, and promotes employees’ unlearning under the influence of situational factors such as supervisors’ behaviors and promotion of the positions. Based on the findings by quantitative and qualitative analyses using questionnaire survey and interviews, this book is highly recommended to readers who are interested in higher-order learning process for self-change at work in the fields of organizational behavior and human resources development.

✦ Table of Contents

Preface
References
Contents
About the Author
List of Figures
List of Tables
1 Research Framework
1.1 The Importance of Unlearning
1.2 The Competency Trap and Ambidexterity
1.3 The Concept of Individual Unlearning
1.4 Operationalization of Individual Unlearning
1.5 Structure of This Book
1.6 Theoretical Contributions of This Book
1.7 Structure of Each Chapter
References
2 Goal Orientation, Critical Reflection, and Unlearning
2.1 Highlights
2.2 Typical Case
2.3 Theoretical Background and Hypotheses
2.3.1 Reflection and Critical Reflection
2.3.2 Goal Orientation
2.4 Method
2.4.1 Sample and Data Collection
2.4.2 Measures
2.4.3 Validation in Measures
2.4.4 Assessment of Common Method Bias
2.5 Results
2.6 Discussion
2.6.1 Theoretical Implications
2.6.2 Practical Implications
2.6.3 Limitations
2.7 Conclusions
References
3 Critical Reflection, Unlearning, and Engagement
3.1 Highlights
3.2 Typical Case
3.3 Theoretical Background and Hypotheses
3.4 Method
3.4.1 Sample and Data Collection
3.4.2 Measures
3.4.3 Validation of Measures
3.5 Results
3.6 Discussion
3.6.1 Theoretical Implications
3.6.2 Practical Implications
3.6.3 Limitations
3.7 Conclusion
References
4 Managers’ Exploration Activities and Individual Unlearning
4.1 Highlights
4.2 Typical Case
4.3 Theoretical Background and Hypotheses
4.3.1 Reflection and Learning Goal Orientation
4.3.2 Managers’ Exploration Activities
4.3.3 Indirect Effects
4.3.4 Research Model
4.4 Methodology
4.4.1 Participants and Procedure
4.4.2 Measures
4.4.3 Validation of Measures
4.4.4 Assessment of Common Method Bias
4.5 Results
4.6 Discussion
4.6.1 Theoretical Implications
4.6.2 Practical Implications
4.7 Conclusion
References
5 The Unlearning of Managerial Skills: A Qualitative Study of Executive Officers
5.1 Highlights
5.2 Typical Case
5.3 Theoretical Background and Research Question
5.3.1 Upper Echelon and Pipeline Model
5.3.2 Managerial Skills of Executive Officers
5.3.3 Research Question
5.4 Methods
5.4.1 Research Strategy
5.4.2 Data Collection
5.4.3 Analysis
5.5 Results
5.5.1 Decision-Making
5.5.2 Delegation and Motivation
5.5.3 Collecting Information
5.6 Discussion
5.6.1 Theoretical Implications
5.6.2 Practical Implications
5.7 Conclusion
References
6 Individual Unlearning Processes
6.1 Individual Unlearning Model
6.2 Insights for Organizations
6.3 Implications for the Post-COVID-19 Era
6.4 Future Research Topics
6.5 Conclusion
References
Index