The unlearning dimension of organizational learning in construction projects

Wong, Peter S. P.; Cheung, Sai On; Yiu, Regina L.Y.; Hardie, Mary

doi:10.1016/j.ijproman.2011.04.001

Cited by 43 publications

(26 citation statements)

References 35 publications

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“…The concept is hinged on the fact that in the world economies, the only certainty is uncertainty, for this reason the one sure source of lasting competitive advantage is knowledge. Wong et al (2012) also wrote on a related concept termed "unlearning". They described "unlearning" as a process of clearing outdated beliefs that no more meet current challenges and realities.…”

Section: Multi-level Perspectives Of Organisational Learningmentioning

confidence: 99%

“…Tjandra and Tan (2002) stated that organisational learning is crucial for the industry since the industry, in spite of its significance to the national economy, is generally perceived to be one with low productivity and poor performance, They also stated that the project based nature of the construction industry has made it very vital to record and transfer lessons from project to project. Research studies on the construction industry have indicated that there is a direct relationship between an organisation's performance in its construction projects and its learning competencies (Love and Josephson 2004;Murray and Chapman 2003;Wong et al 2012). In a study on the Malaysian Vision 2020, Arshad and Scott-Ladd (2010) categorised approaches to learning into action learning, active learning and experiential learning, co-operative learning, problem-based learning, coaching and mentoring, formal and informal learning.…”

Section: Multi-level Perspectives Of Organisational Learningmentioning

confidence: 99%

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An Assessment of Formal Learning Processes in Construction Industry Organisations in Nigeria

Dada¹,

Akpadiaha²

2012

IJAEC

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This research was embarked upon to assess the state of formal learning processes (FLPs) in construction industry organisations in Nigeria. Data was collected using a structured questionnaire administered on sixty selected construction industry organisations operating in Lagos, Nigeria. The sampling was done through the purposive sampling method. Thirty questionnaires were returned. The FLPs adapted from a published instrument were used in the survey. The collected data was subjected to both descriptive and inferential statistical analyses. The findings indicate that "Information collection" was ranked highest while "Analysis" was ranked least. The results further indicate that there is no significant difference in organizational learning practices among contracting, consulting, and client organizations in the Nigerian construction industry. This study recommends that the absence of gap in perception regarding the status of FLPs in the Nigerian construction industry can be leveraged on to bring about improvements in the industry.

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Section: Multi-level Perspectives Of Organisational Learningmentioning

confidence: 99%

Section: Multi-level Perspectives Of Organisational Learningmentioning

confidence: 99%

An Assessment of Formal Learning Processes in Construction Industry Organisations in Nigeria

Dada¹,

Akpadiaha²

2012

IJAEC

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“…Currently in the upgrading context and cross-cultural background, the organizations also need to keep balance between the learning and unlearning. How to maintain the balance between organizational learning and unlearning and what is the interaction between them, will be an important direction for future research [23] . In this area, future research can more take the methods of simulation and experimental studies.…”

Section: Discussionmentioning

confidence: 99%

Approach into and prospect of the current organizational unlearning research

Fan

2012

2012 International Symposium on Management of Technology (ISMOT)

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From knowledge dynamics perspective, knowledge management mainly includes organizational learning, organizational memory and organizational forgetting. In the context of change and cross-culture, more and more scholars pay attention to knowledge management from the perspective of knowledge forgetting, particularly in active forgetting obsolete knowledge. That is unlearning. According to the past literatures, this paper firstly gives a summary of the concept and connotation of unlearning. At the same time, we talk about the evolving process of unlearning and discuss the difference and connection between organizational unlearning and learning. Then we analyze the mechanisms of unlearning. Based on the types of knowledge, we discuss the different levels of unlearning between individuals and organizations. Meanwhile, we also discuss the process mechanism of unlearning, which includes the behavior process and the cognitive process. Finally, we discuss about future research directions and issues. One the one hand, we should study factors that hinder organizational unlearning more and establish corresponding mechanisms to overcome these negative factors. On the other hand, we should pay more attention to the interactions between organizational unlearning and unlearning and keep balance between them.

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“…The difficulty for them usually does not lie in adopting the disruptive technologies, but in altering their strategies (Rosenbloom & Christensen, ). During difficult transitions, incumbent firms need to not only learn from market changes and innovations (Carayannis & Alexander, ), but also unlearn previously dominant paradigms (Akgün, Byrne, Lynn, & Keskin, ; Wong, Cheung, Yiu, & Hardie, ). The learning and unlearning processes are seen as balancing technology exploitation and exploration during transitions (Cegarra‐Navarro, Eugenia Sánchez‐Vidal, & Cegarra‐Leiva, ).…”

Section: Theoretical Propositionsmentioning

confidence: 99%

Managing the Disruptive and Sustaining the Disrupted: The Case of Kodak and Fujifilm in the Face of Digital Disruption

Chen

2018

Review of Policy Research

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Valuable lessons can be learned from the comparison between Kodak and Fujifilm in terms of how the two companies confronted the digital disruption, with one failing and the other thriving. Through a series of theoretical propositions rooted in literature and tested with case studies on Kodak and Fujifilm, this article suggests a systematic way for incumbent firms to navigate technological disruptions. A disruptive technological change does not necessarily render all technological competences embedded in the firm's products obsolete. Further, a competence disrupted in the home market does not have to be abandoned. By analyzing a firm's technological system and closely studying its innovation capability, an incumbent can nurture certain technological competences and diversify into new fields where such competences are valued and can distinguish the firm from its competitors. The challenge lies in a timely redefining of the firm's core business and restructuring the organization to ensure consistent execution of the strategies.

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The unlearning dimension of organizational learning in construction projects

Cited by 43 publications

References 35 publications

An Assessment of Formal Learning Processes in Construction Industry Organisations in Nigeria

An Assessment of Formal Learning Processes in Construction Industry Organisations in Nigeria

Approach into and prospect of the current organizational unlearning research

Managing the Disruptive and Sustaining the Disrupted: The Case of Kodak and Fujifilm in the Face of Digital Disruption

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