Exploring linkages between unlearning and relearning in organizations

Shubham Sharma · Usha Lenka

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Organizational Learning and Leadership Innovation and Knowledge Management Innovative Education and Learning Practices

Abstract

Purpose Learning, unlearning and relearning (LUR) has been preached as a panacea to organizations. Whereas, research on learning and unlearning has grown exponentially, relearning is still considered as an obscure concept. This paper aims to provide a new insight on organizational relearning and highlight its linkages with organizational unlearning. Design/methodology/approach This study is based upon a systematic literature review of organizational unlearning and organizational relearning. Papers expounding upon relearning were carefully analyzed vis-à-vis organizational unlearning. Findings Organizational unlearning and organizational relearning assume a vital place in developing a learning organization. However, linking the two processes in a sequence tends to arouse certain conceptual difficulties. First, it is not necessary that relearning follows this prescribed ordering sequence. It is a process that can happen without prior unlearning. Second, based on the process model and multiple definitions of unlearning, the very purpose of organizational unlearning is to acquire new knowledge (relearning in literature). Therefore, in this sense, relearning seems to become a redundant concept and a neologism. As a result, this hampers the proper contextualization of relearning. Originality/value This paper attempts to expound upon the debate of organizational relearning and its interplay with organizational unlearning. As the concept of lifelong learning and building learning organizations assumes the center stage in contemporary organizations, it is suggested that unless the conceptual issues of related to LUR are not adequately addressed, academicians will naturally find it difficult to prescribe proper course of action to practitioners.

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References

1991Organizational Learning: The Contributing Processes and the Literatures 1988Organizational Learning 1985Organizational Learning 1981How Organizations Learn and Unlearn 2004Human capital and learning as a source of sustainable competitive advantage 1995The dominant logic: Retrospective and extension 1979Is citation analysis a legitimate evaluation tool?1984To avoid organizational crises, unlearn

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