• norsk
    • English
  • English 
    • norsk
    • English
  • Login
View Item 
  •   Home
  • Øvrige samlinger
  • Publikasjoner fra CRIStin - NTNU
  • View Item
  •   Home
  • Øvrige samlinger
  • Publikasjoner fra CRIStin - NTNU
  • View Item
JavaScript is disabled for your browser. Some features of this site may not work without it.

The role of unlearning in metamorphosis and strategic resilience

Morais-Storz, Marta; Nguyen, Nhien
Journal article, Peer reviewed
Accepted version
Thumbnail
View/Open
Morais-Stoz+%26+Nguyen+%282017%29.pdf (272.2Kb)
URI
http://hdl.handle.net/11250/2493427
Date
2017
Metadata
Show full item record
Collections
  • Institutt for industriell økonomi og teknologiledelse [1893]
  • Publikasjoner fra CRIStin - NTNU [19694]
Original version
Learning Organization. 2017, 24 (2), 93-106.   10.1108/TLO-12-2016-0091
Abstract
Purpose: This paper aims to: (1) conceptualize what it means to be resilient in the face of our current reality of indisputable turbulence and uncertainty, (2) suggest that continual metamorphosis is key to resilience, (3) demonstrate the role of unlearning in that metamorphosis, and 4) suggest that problem formulation is a key deliberate mechanism of driving continual cycles of learning and unlearning. Design/methodology/approach: The paper entails a conceptual analysis. Findings: It is found that both the unlearning and resilience literature streams are stuck in a paradigm whereby organizational behavior entails adaptation to the external environment and reaction to crisis. This paper suggests that, given a world of turbulence and uncertainty, a more useful paradigm is one where organizations take action before action is desperately needed, and that they proactively contribute to enacting their environment via their own continual metamorphosis. Research limitations/implications: Future research should explore further the factors that can (1) facilitate sensing the early warning signs, and (2) facilitate the cyclical learning-unlearning process of metamorphosis. Practical implications: The primary practical implication is that in order to assure strategic resilience managers must be able to identify early-warning signs and initiate metamorphosis. This means understanding the processes needed to support unlearning, namely, problem formulation. Originality/value: The originality and value of the present paper lies in that it suggests a shift in paradigm from adaptation and reaction, to action and enactment. Further, it proposes a cyclical process of learning and unlearning that together define periods of metamorphosis, and suggests problem formulation, whereby the mission statement is assessed and revised, as a mechanism in that endeavor.
Publisher
Emerald
Journal
Learning Organization

Contact Us | Send Feedback

Privacy policy
DSpace software copyright © 2002-2019  DuraSpace

Service from  Unit
 

 

Browse

ArchiveCommunities & CollectionsBy Issue DateAuthorsTitlesSubjectsDocument TypesJournalsThis CollectionBy Issue DateAuthorsTitlesSubjectsDocument TypesJournals

My Account

Login

Statistics

View Usage Statistics

Contact Us | Send Feedback

Privacy policy
DSpace software copyright © 2002-2019  DuraSpace

Service from  Unit