| dc.description.abstract | Many studies indicated that the experience of the past may be limited organizational learning, and lead to organization become weak. Unlearning prevents organizations fixed, so that competitive advantage can be sustained. However, the literatures about unlearning are mostly confined in the qualitative research, there has been little in empirical analysis. Therefore this study completes the research in this area.
In this study, unlearning is defined as an organization eliminated the existing knowledge or habits, as change in team beliefs and organizational routines. This research treats the important of unlearning in new product development (NPD) process. The results show that (a) changing team’s market beliefs or organizational routines correlates with knowledge application, and correlate indirectly with NPD performance; (2) the effects of different unlearning on knowledge application are not the same; (3) long-term orientation and information technologies moderate the relationship between unlearning and knowledge application.
If the organization encourages members to change team’s market beliefs or organizational routines, it will reduce problems of new product, and new products can be developed and launched successfully. We found that changing team’s market beliefs is more important than changing organizational routines, so firms should focus on re-scanning the market perspective, and if necessary we must abandon the original view, re-learn the real needs of customers. The results also pointed that high level of changing team’s market beliefs must be assisted by long-term orientation. Otherwise, the firm that has low level of changing organizational routines should enhance using flexible procedures for the management or encourage employees to use IT.
This study proposes that unlearning can effectively increase the level of knowledge application. That managers should encourage members changing team’s market beliefs or organizational routines will improve NPD performance. However, managers should be careful of unlearning, because changing team’s market beliefs or organizational routines without evaluation may lead to loss knowledge. | en_US |