Linking Unlearning with Work-Life Balance: An Initial Empirical Investigation into SMEs

Cegarra‐Navarro, Juan Gabriel; Vidal, María Eugenia Sánchez; Cegarra‐Leiva, David

doi:10.1111/jsbm.12151

Cited by 22 publications

(21 citation statements)

References 84 publications

(133 reference statements)

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“…Organisations introduce work-life balance programmes to enable them to retain skilled workers, reduce absenteeism, increase productivity, efficiency and financial performance. This finding supports previous studies that work-life balance programmes enable employees to focus better at work, reduce conflict and turnover in the work place and improve their physical and mental well-being (Alegre and Pasamar, 2017;Cegarra-Navarro et al, 2016). Work-life balance programmes are intended to brand subsidiaries as welcoming and suitable places to work and to differentiate these work-places from their competitors.…”

Section: Discussion Of Findingssupporting

confidence: 87%

Building value-driven HRM practices in Western Multinational Enterprise in Ghana using the AMO model

2019

JRDM

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Despite the increasing presence of Western MNEs' subsidiaries in Ghana, the country continues to remain underrepresented in international human resource management literature (IHRM). The purpose of this research is to address this lacuna by examining recruitment and selection; training and development; performance management; rewards management and employee communication and participation using the ability, motivation and opportunities (AMO) model to build value-driven human resource management (HRM) practices in Western MNEs in Ghana. The paper employs a qualitative multiple case study approach using semi-structured interviews with employees and managers in purposefully selected Western subsidiaries in Ghana. This research employs 37 in-depth interviews with managers and employees in eight British, European and US MNEs in Ghana. The study essentially provides fine-grained analysis of how subsidiaries develop strategies in each HRM practice to promote employee ability, motivation and opportunity (AMO) and possibly organisational performance.

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Section: Discussion Of Findingssupporting

confidence: 87%

Building value-driven HRM practices in Western Multinational Enterprise in Ghana using the AMO model

2019

JRDM

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“…Previous research by Cegarra-Navarro et al (2016) found that the context of organizational unlearning mediates the effects of the exploration and exploitation of knowledge on organizational performance, which calls for further studies of this complex process. In addition, their study has shown that nourishing the unlearning context, which is followed by knowledge updates or relearning, is crucial in small and medium-sized companies (SMEs) when implementing work-life balance.…”

Section: Evidence Of Previous Researchmentioning

confidence: 94%

Learning-forgetting-unlearning-relearning – the learning organization’s learning dynamics

Rupčić

2019

TLO

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“…Furthermore, work-life balance has been investigated as an outcome of unlearning. Cegarra-Navarro et al (2016) argued that an unlearning context that fosters the updating of knowledge is likely to be essential for SMEs that are trying to implement a culture of worklife balance. The authors investigated 229 SMEs in the Spanish metal industry.…”

Section: Empirical Research On Organizational Unlearning and Forgettingmentioning

confidence: 99%

“…Organizational-level effects: replacing inappropriate organizational routines helps in the quick discovery of a new, viable organizational form, which adapts better to a fast-changing environment (Bruderer and Singh, 1996); unlearning is a precondition for relational capital (Cegarra-Navarro and Dewhurst, 2006); unlearning affects radical innovation (Yang et al, 2014); unlearning supports cultural change (Cegarra-Navarro et al, 2016); organizational forgetting supports quality improvement in autonomous learning (Agrawal and Muthulingam, 2015); unlearning has a positive relationship with organizational readiness (Wong et al, 2018); forgetting is a determinant for improving innovation in combination with absorptive capacity under the influence of turbulence (Huang et al, 2018).…”

Section: Summary Of Findingsmentioning

confidence: 99%

Investigating unlearning and forgetting in organizations

Kluge

Schüffler

Thim

et al. 2019

TLO

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Purpose Insight has grown that for an organization to learn and change successfully, forgetting and unlearning are required. The purpose of this paper is to summarize the relevant existing body of empirical research on forgetting and unlearning, to encourage research using a greater variety of methods and to contribute to a more complementary body of empirical work by using designs and instruments with a stronger reference to previous studies. Design/methodology/approach As the number of theoretical papers clearly exceeds the number of empirical papers, the present paper deals with the main insights based on the empirical state of research on unlearning and forgetting. So far, these empirical results have shown relationships between unlearning and other organizational outcomes such as innovation on an organizational level, but many of the other proposed relationships have not been investigated. The authors presents suggestion to apply a larger variety of qualitative, quantitative and mixed methods in organizational research. Findings Unlearning and forgetting research can benefit both from more diverse theoretical questions addressed in research and from a more complementary body of empirical work that applies methods, designs and instruments that refer to previous research designs and results. To understand and manage unlearning and forgetting, empirical work should relate to and expand upon previous empirical work to form a more coherent understanding of empirical results. Originality/value The paper presents a variety of research designs and methods that can be applied within the research context of understanding the nature of organizational forgetting and unlearning. Additionally, it illustrates the potential for different methods, such as experience sampling methods, which capture the temporal aspects of forgetting and unlearning.

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Linking Unlearning with Work-Life Balance: An Initial Empirical Investigation into SMEs

Abstract: The use of work-life balance (WLB)

Cited by 22 publications

References 84 publications

Building value-driven HRM practices in Western Multinational Enterprise in Ghana using the AMO model

Building value-driven HRM practices in Western Multinational Enterprise in Ghana using the AMO model

Learning-forgetting-unlearning-relearning – the learning organization’s learning dynamics

Investigating unlearning and forgetting in organizations

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