In the fast‐changing world of business, organizations including individuals and groups/teams need to unlearn old knowledge and learn new knowledge and routines to stay competitive. The purpose of this study is to review the current studies on unlearning in organizations and to integrate the findings to provide insights on how to better manage and facilitate the process of unlearning. We reviewed 37 empirical and related studies to reveal the current research perspectives on unlearning in the workplace. We also identified 30 antecedents promoting unlearning and 44 outcomes of unlearning at the individual, group, and organizational levels. These antecedents and outcomes related to learning, knowledge, and innovation are key HRD research topics. Discussion, implications, and recommendations for future research are presented.

PurposeThe aim of this research is to examine the relationships among family-friendly organizational culture, job characteristics, supervisor support, meaningful work, and organizational commitment for female managers. It also investigates generational differences in these relationships.Design/methodology/approachData for the study were analyzed using multi-group structural equation modeling to examine the moderating role of generational differences.FindingsThis study investigates the role of meaningful work as an agent in terms of how it influences organizational commitment for female managers. Empirical results confirm the effect of family-friendly culture on supervisor support and meaningful work, which in turn impacts organizational commitment. The findings also revealed generational differences among Baby Boomers, Generation X, and Millennials in these relationships.Originality/valueThe findings highlight the significance of investigating meaningful work on organizational commitment by examining the relationships with organizational culture, supervisor support, and job characteristics across different generational groups.