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Embracing Organisational Unlearning As A Facilitator Of Business Model Innovation

Author

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  • ADRIAN KLAMMER

    (University of Liechtenstein, Institute of Entrepreneurship, Fuerst-Franz-Josef-Strasse, 9490 Vaduz, Principality of Liechtenstein, Liechtenstein)

Abstract

Organisational unlearning has received increased attention in management and organisation literature. In this paper, I explore the role of organisational unlearning as a facilitator of business model innovation. I argue that managers should engage in a prior step of unlearning to innovate outdated business models. In doing so, managers need to legitimise the unlearning process by scrutinising and discarding their own cognitive views about the business model. Further, managers should provide boundary conditions for other organisational actors to eliminate actions, practices, and routines associated with the outdated business models. Engaging in an additional process of organisational unlearning helps managers to identify and remove outdated business models and facilitate business model innovation.

Suggested Citation

  • Adrian Klammer, 2021. "Embracing Organisational Unlearning As A Facilitator Of Business Model Innovation," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 25(06), pages 1-17, August.
    • Handle: RePEc:wsi:ijimxx:v:25:y:2021:i:06:n:s1363919621500614
    DOI: 10.1142/S1363919621500614
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    Cited by:

    1. Yu Gao & Xiuyun Yang & Shuangyan Li, 2022. "Government Supports, Digital Capability, and Organizational Resilience Capacity during COVID-19: The Moderation Role of Organizational Unlearning," Sustainability, MDPI, vol. 14(15), pages 1-19, August.
    2. Yunhui Zhao & Zhimin Wang & Taiwen Feng & Ting Kong & Qiansong Zhang, 2022. "Organizational unlearning and inclusive innovation: The moderating role of green control ambidexterity," Sustainable Development, John Wiley & Sons, Ltd., vol. 30(4), pages 539-555, August.

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