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Embracing Innovation and Creativity through the Capacity of Unlearning

Embracing Innovation and Creativity through the Capacity of Unlearning

Ana Martins (University of Kwazulu-Natal, South Africa), Isabel Martins (University of Kwazulu-Natal, South Africa) and Orlando Pereira (University of Minho, Portugal)
Copyright: © 2017 |Pages: 20
ISBN13: 9781522509486|ISBN10: 1522509488|EISBN13: 9781522509493
DOI: 10.4018/978-1-5225-0948-6.ch007
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MLA

Martins, Ana,et al. "Embracing Innovation and Creativity through the Capacity of Unlearning." Handbook of Research on Human Resources Strategies for the New Millennial Workforce, edited by Patricia Ordoñez de Pablos and Robert D. Tennyson, IGI Global, 2017, pp. 128-147. http://doi:10.4018/978-1-5225-0948-6.ch007

APA

Martins, A., Martins, I., & Pereira, O. (2017). Embracing Innovation and Creativity through the Capacity of Unlearning. In Ordoñez de Pablos, P., & Tennyson, R. D. (Ed.), Handbook of Research on Human Resources Strategies for the New Millennial Workforce (pp. 128-147). IGI Global. http://doi:10.4018/978-1-5225-0948-6.ch007

Chicago

Martins, Ana and Isabel Martins, and Orlando Pereira. "Embracing Innovation and Creativity through the Capacity of Unlearning." In Handbook of Research on Human Resources Strategies for the New Millennial Workforce. edited by Patricia Ordoñez de Pablos , and Robert D. Tennyson, 128-147. Hershey, PA: IGI Global, 2017. http://doi:10.4018/978-1-5225-0948-6.ch007

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Abstract

The capacity for unlearning is important for organizations to embrace innovation and creativity, due to the urgent need give up obsolete knowledge. A critique of organizational learning models highlights the unlearning capacity in organizational learning processes. We anticipate new paths for organizational learning arising from a critique of the models. Research shows that a lack of the unlearning capacity in the organizational learning models can be regarded as a weakness. We propose the internalization phase be included, an intermediate step that absorbs, reflects upon and internalizes all the previous phases, accommodating this additional phase and integrating it into the organization increasing the value of the organization's heritage. The level of internalization should be backed by a specific leadership and associated with humanizing organizational values. The self-efficacy construct placed at the center of this model indicates its umbrella capacity embracing a range of efforts needed to obtain the best possible results.

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