Designing organizations for competitive advantage: The power of unlearning and learning

Lei, David; Slocum, John W.; Pitts, Robert F.

doi:10.1016/s0090-2616(99)90019-0

Cited by 266 publications

(277 citation statements)

References 10 publications

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“…Nonetheless, most of these studies have dealt with organisational forgetting as a complement to the main subject of the research, or as an important aspect to be considered, but without analysing in any depth the circumstances in which it arises or how it arises. Recently, new research has been published which have attempted to treat organisational forgetting as the main subject (Lei et al, 1999;, but very few of them do so in an empirical way. A review of literature shows that organisational forgetting has mainly been investigated from two standpoints .…”

Section: Forgetting and Unlearning Of Organisational Knowledgementioning

confidence: 99%

“…Despite the fact that the dissipation and suspension of absorptive capacity have not yet been studied, the degradation and elimination of absorptive capacity have been dealt with in various publications (Bettis & Prahalad, 1995;Lei et al, 1999;Nystrom & Starbuck, 1984). According to these studies, the capacity to forget (eliminate, according to the terminology used to date) higher-level organisational capacities is a key factor in the success of an organisation.…”

Section: First-level or Dynamic Organisational Capacitiesmentioning

confidence: 99%

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Organizational Forgetting/Unlearning: The Dark Side of the Absorptive Capacity

Fernández¹,

Sallán²,

Simó³

et al. 2012

New Research on Knowledge Management Applications and Lesson Learned

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Section: Forgetting and Unlearning Of Organisational Knowledgementioning

confidence: 99%

Section: First-level or Dynamic Organisational Capacitiesmentioning

confidence: 99%

Organizational Forgetting/Unlearning: The Dark Side of the Absorptive Capacity

Fernández¹,

Sallán²,

Simó³

et al. 2012

New Research on Knowledge Management Applications and Lesson Learned

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“…This view argues that certain routines, rules, tasks, roles, policies, values and strategies need to be forgotten before new organizational knowledge can be acquired and assimilated (Lei, Slocum and Pitts, 1999). Forgetting is thus viewed as a necessary process for the management of change (Akgün et al, 2007).…”

Section: Organizational Forgettingmentioning

confidence: 99%

Organizational forgetting and its causes: an empirical research

Fernández

Suñe

2009

Journal of Organizational Change Management

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Findings -A framework for conceptualising organizational forgetting. Moreover, the results of the case study analysis include a categorization of organizational forgetting and a set of propositions about their causes.Originality/value -Scientific research on knowledge management has focused on the processes of knowledge creation, use and transfer, but has devoted little attention to the processes of knowledge degradation and destruction.

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“…In order to cope with the turbulent environment, the information processing capabilities should be coherent to the information processing requirements (P4). Additionally, communication is a necessary prerequisite for project learning (Lei et al, 1999), as without information exchange employees cannot discover other experts' know-how (Ribbens, 1997;Schein, 1993). A proper balance of innovative and coordinative communication is essential, as both are needed for effective learning activities (P5).…”

Section: A Propositional Frameworkmentioning

confidence: 99%

Antecedents of project learning and time‐to‐market during new mobile service development

Blažević

Lievens

Klein

2003

International Journal of Service Industry Management

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Mobile service innovations are crucial for the long-term success of companies operating in turbulent and uncertain environments. These innovations need to be introduced at a rapid pace while at the same time companies have to absorb market information during the new mobile service development. Hence, the purpose of this paper is to construct a conceptual framework on the critical antecedents of project learning and time-to-market during new mobile service development. An extensive case study research involving four innovation projects was performed in a leading Dutch telecommunications company. With respect to project learning, our research findings indicate the crucial influence of a flexible decision architecture, project team memory, a high information awareness and a good fit between information requirements and capabilities. Both innovative and coordinative communication are required throughout the service innovation process. With regard to time-to-market, our research results point to the essential impact of project complexity, top management support, information power of suppliers and technological synergy. Finally, a medium level of project learning is the ideal condition for a fast time-to-market during mobile service innovation.

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Designing organizations for competitive advantage: The power of unlearning and learning

Cited by 266 publications

References 10 publications

Organizational Forgetting/Unlearning: The Dark Side of the Absorptive Capacity

Organizational Forgetting/Unlearning: The Dark Side of the Absorptive Capacity

Organizational forgetting and its causes: an empirical research

Antecedents of project learning and time‐to‐market during new mobile service development

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