Unlearning at Work

This book is to provide insights into the process of individual unlearning, which is little known in previous studies. This is the first book that described how employees should unlearn, i.e., abandon obsolete and outdated beliefs or routines to acquire new ones, at workplace. Updating old knowledge and skills to new one is crucial not only for organizations but also for individuals to survive in today's competitive and turbulent environment. It provides readers with mechanisms by which personal factors, such as goal orientation, reflection, and critical reflection, and promotes employees' unlearning under the influence of situational factors such as supervisors' behaviors and promotion of the positions. Based on the findings by quantitative and qualitative analyses using questionnaire survey and interviews, this book is highly recommended to readers who are interested in higher-order learning process for self-change at work in the fields of organizational behavior and human resourcesdevelopment.

Is the first book ever published on individual unlearning Includes situational and personal antecedents of individual unlearning Examines employees' unlearning under the influence of situational factors such as supervisors' behaviors and promotion of the positions

Autorentext
Makoto Matsuo is Professor of Management in the Graduate School of Economics and Business Administration at Hokkaido University, Japan. He received his Ph.D. in Management Learning from the University of Lancaster. His research interests include experiential learning, workplace learning, human resource development, and career management. His research papers were selected as 'Outstanding Papers' of European Journal of Marketing in 2002 and Journal of Workplace Learning in 2018.

Inhalt
Prefacde.- Acknowledgements.- Chapter 1 Research Framework.- Chapter 2 Goal Orientation, Critical Reflection, and Unlearning.- Chapter 3 Critical Reflection, Unlearning, and Engagement.- Chapter 4 Managers' Exploration Activities and Individual Unlearning.- Chapter 5 The Unlearning of Managerial Skills: A Qualitative Study of Executive Officers.- Chapter 6 Individual Unlearning Processes.