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Unlearning at Work

Part of the SpringerBriefs in Business Book Series

DOI: 10.1007/978-981-16-3799-5

ISBN: 978-981-16-3798-8

Publisher: Springer Singapore - Springer Journals

Jul 18, 2021

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Chapter 1Research Framework

Matsuo, Makoto

Pages: 1 –11

[As successful experiences accumulate over the years, organizations emphasize efficiency, grow complacent, and learn too little (Nystrom and Starbuck in Organ Dyn (Spring):53–65, 1984; Starbuck in Learn Organ 24(1):30–38, 2017). As (Drucker in The effective executive. Harper & Row, New York,...
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Chapter 2Goal Orientation, Critical Reflection, and Unlearning

Matsuo, Makoto

Pages: 13 –29

[The goal of this chapter is to examine the antecedents of individual unlearning in terms of goal orientation and reflective activities.]
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Chapter 3Critical Reflection, Unlearning, and Engagement

Matsuo, Makoto

Pages: 31 –44

[The goals of this chapter are to confirm the mediating effect of critical reflectionCritical reflection on the relationship between reflectionReflectionand individual unlearningIndividual unlearning, and to examine the effect of individual unlearningIndividual unlearningon work engagementWork...
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Chapter 4Managers’ Exploration Activities and Individual Unlearning

Matsuo, Makoto

Pages: 45 –59

[The main goal of this chapter is to investigate the influence of managers’ exploration activitiesExploration activities on the learning goal orientationLearning goal orientation, reflectionReflection, and unlearning of team members.]
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Chapter 5The Unlearning of Managerial Skills: A Qualitative Study of Executive Officers

Matsuo, Makoto

Pages: 61 –77

[The goal of this chapter is to qualitatively investigate the managerial unlearning process during promotionPromotionfrom senior managerSenior managerto executive officerExecutive officer, based on the upper echelons perspectiveUpper echelons perspectiveand leadership pipeline modelLeadership...
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Chapter 6Individual Unlearning Processes

Matsuo, Makoto

Pages: 79 –86

[To survive in a competitive and turbulent environment, not only organizations but also individuals have to “unlearn” because organizational unlearningOrganizational unlearning is often triggered by individuals (Akgün et al. in J Organ Change Manag 20(6):794–812, 2007; Becker in J Organ Change...

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