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Unlearning at work = insights for or...

Matsuo, Makoto.

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Unlearning at work = insights for organizations /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Unlearning at work/ by Makoto Matsuo.
Reminder of title:	insights for organizations /
Author:	Matsuo, Makoto.
Published:	Singapore :Springer Singapore : : 2021.,
Description:	xv, 89 p. :ill., digital ;24 cm.
[NT 15003449]:	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.
Contained By:	Springer Nature eBook
Subject:	Employees - Training of. -
Online resource:	https://doi.org/10.1007/978-981-16-3799-5
ISBN:	9789811637995

Unlearning at work = insights for organizations /
Matsuo, Makoto.

Unlearning at workinsights for organizations /[electronic resource] :by Makoto Matsuo. - Singapore :Springer Singapore :2021. - xv, 89 p. :ill., digital ;24 cm. - SpringerBriefs in business,2191-5482. - SpringerBriefs in business..

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.

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 This is the first book that described how employees should unlearn, i.e., abandon obsolete and outdated beliefs or routines to acquire new ones, at workplace.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 resources development.

ISBN: 9789811637995

Standard No.: 10.1007/978-981-16-3799-5doiSubjects--Topical Terms:

539177
Employees
--Training of.

LC Class. No.: HF5549.5.T7 / M38 2021

Dewey Class. No.: 658.31244

Unlearning at work = insights for organizations /
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505 0 $a 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.
520 $a 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 resources development.
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