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首页> 外文期刊>International Journal of Technology Management: The Journal of the Technology Management of Technology, Engineering Management, Technology Policy and Strategy >Unlearning as a driver, of sustainable change and innovation: three Australian case studies
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Unlearning as a driver, of sustainable change and innovation: three Australian case studies

机译：作为可持续发展变革和创新的驱动力而无法学习：三个澳大利亚案例研究

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摘要

In building an organisation's innovation capacity, managers have to be aware of barriers to learning and have an understanding of the importance of unlearning old ways. Unlearning is emerging as an important element of change and innovation in organisations. As the pace of change continues to increase, it is clear that normal processes of forgetting and transition may not be sufficient. Two key scholars in this field have proposed models of unlearning however, little empirical research exists to further understanding of unlearning and the factors that may impact upon it. This paper reports on case study research aimed at further developing the concept of unlearning. A process model has emerged from the data that highlights inhibitors and enablers of the unlearning process. In an applied sense, the model provides managers with identifiable enablers and inhibitors of individual unlearning; issues which must then be addressed in change strategies at the organisational level.
机译：在建立组织的创新能力时，管理者必须意识到学习的障碍，并了解不学习旧方法的重要性。无学习正在成为组织变革和创新的重要元素。随着变化的步伐不断增加，很明显，忘记和过渡的正常过程可能还不够。该领域的两位主要学者提出了学习模型，但是，很少有实证研究可以进一步理解学习及其可能影响学习的因素。本文报告了旨在进一步发展非学习概念的案例研究。从数据中得出了一个过程模型，该模型突出了学习过程的阻碍因素和推动因素。从实际意义上讲，该模型为管理人员提供了可识别的因素和个人无学习经验的抑制因素。然后必须在组织级别的变更策略中解决的问题。

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