Organizational and Individual Learning and Forgetting

Kleiner, Morris M.; Nickelsburg, Jerry; Pilarski, Adam M.

doi:10.1177/001979391206500104

Cited by 14 publications

(13 citation statements)

References 24 publications

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“…Whereas this strategy can be useful in reducing fixed costs, our results detect a lower learning process during the production phase, which implies a lower rate of reduction of production costs in the assembly of the aircraft as accumulated production increases. Our results are consistent with the ones found by Kleiner, Nickelsburg and Pilarski, who studied learning and forgetting processes in the production of the DC-9 and MD-80 aircraft which shared the same fuselage, and found that the simultaneous production of both models on the same assembly line provoked a rise in production costs [ 16 ]. This could also be the case of the F-35 Lightning II.…”

Section: Introductionsupporting

confidence: 92%

“…Interestingly, Kleiner, Nickelsburg and Pilarski reported the cases of the DC-9 and MD-80 aircraft production [ 16 ]. They pointed out that the DC-9 and the MD-80 shared the same fuselage cross-section, but the wing, electronics, and systems integration were different.…”

Section: Resultsmentioning

confidence: 99%

“…Benkard estimates a dynamic oligopoly model for the commercial aircraft industry to analyse industry pricing, industry performance, and optimal industry policy, computing a dynamic model for the market of wide-bodied commercial aircraft including the learning curve as a key element [ 42 ]. More recently, Kleiner, Nickelsburg and Pilarski studied learning and forgetting processes in the McDonnell-Douglas MD-80 and DC-9, concluding that organizational forgetting is virtually non-existent in this case [ 16 ].…”

Section: Empirical Literaturementioning

confidence: 99%

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Learning and forgetting in the jet fighter aircraft industry

Bongers

2017

PLoS ONE

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A recent strategy carried out by the aircraft industry to reduce the total cost of the new generation fighters has consisted in the development of a single airframe with different technical and operational specifications. This strategy has been designed to reduce costs in the Research, Design and Development phase with the ultimate objective of reducing the final unit price per aircraft. This is the case of the F-35 Lightning II, where three versions, with significant differences among them, are produced simultaneously based on a single airframe. Whereas this strategy seems to be useful to cut down pre-production sunk costs, their effects on production costs remain to be studied. This paper shows that this strategy can imply larger costs in the production phase by reducing learning acquisition and hence, the total effect on the final unit price of the aircraft is indeterminate. Learning curves are estimated based on the flyaway cost for the latest three fighter aircraft models: The A/F-18E/F Super Hornet, the F-22A Raptor, and the F-35A Lightning II. We find that learning rates for the F-35A are significantly lower (an estimated learning rate of around 9%) than for the other two models (around 14%).

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Section: Introductionsupporting

confidence: 92%

Section: Resultsmentioning

confidence: 99%

Section: Empirical Literaturementioning

confidence: 99%

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Learning and forgetting in the jet fighter aircraft industry

Bongers

2017

PLoS ONE

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“…The most important strategic value of organizational learning is to surpassing learning barriers, creating new knowledge and building self-adapt and innovative learning organization. It is organizational learning's profound sense of reality (Kleiner, 2012).…”

Section: Discussionmentioning

confidence: 99%

Obstacles of Organizational Learning and Self-transcendence: Theoretical Research Based on Chinese Family Business

Chen²

2012

ASS

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Family enterprises widely exist in countries of the world. No matter in quantity or in scale, family enterprise takes a great share of world economy and occupies a very important position in national economy. Nowadays, research on family enterprise turns to be the focus of theoretic research in all countries, and organizational learning is also thought to be the key issue of family enterprises to survive, develop and maintain competitive advantages. However, the obstacles in learning are difficult questions and may weaken family enterprises’ core competence. Thus, the article starts with the basic meaning of obstacles in organizational learning, analyzes their influence factors from several aspects (learning process, organization’s ideas and culture), and puts forward the countermeasures for enhancing organizational learning ability of family enterprises

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“…This position was reinforced by empirical contributions in the aircraft industry (Kleiner et al, 2012) that found that managers and first-line supervisors contributed to the maintenance of institutional memory during a strike by replacing workers so that knowledge loss was reduced.…”

Section: Accidental Forgetting: Preserving Organizational Memorymentioning

confidence: 99%

Managers and organizational forgetting: a synthesis

Mariano

Casey

Olivera

2018

TLO

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Purpose This paper aims to evaluate how managers influence accidental and intentional organizational forgetting, i.e. knowledge depreciation, knowledge loss and unlearning. Design/methodology/approach The literature was reviewed based on predetermined search terms to identify peer-reviewed articles published in English and available in full-text format from the EBSCOhost and Google Scholar databases. Empirical and theoretical contributions were included. Additional articles, books and book chapters were manually selected and included based on recent reviews and syntheses of organizational forgetting work. Findings Findings revealed that managers contributed to preventing accidental knowledge depreciation and loss and preserving organizational memory. With respect to intentional forgetting, findings revealed contradictory positions: on the one hand, managers contributed to the disbandment of existing beliefs and frames of reference, but on the other hand, they preserved existing knowledge and power structures. Research limitations/implications The study was limited by the accessibility of subscribed journals and databases, research scope and time span. Practical implications This paper provides useful guidelines to managers who need to reduce the disruptive effects of accidental forgetting or plan intentional forgetting, i.e. managed unlearning. Originality/value This paper represents a first attempt to review and define the influence of managers on organizational forgetting.

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Organizational and Individual Learning and Forgetting

Cited by 14 publications

References 24 publications

Learning and forgetting in the jet fighter aircraft industry

Learning and forgetting in the jet fighter aircraft industry

Obstacles of Organizational Learning and Self-transcendence: Theoretical Research Based on Chinese Family Business

Managers and organizational forgetting: a synthesis

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