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How an unlearning context can help managers overcome the negative effects of counter-knowledge

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How an unlearning context can help managers overcome the negative effects of counter-knowledge. / Cegarro-Navarro, J.G.; Eldridge, Stephen; Gamo-Sanchez, A.L.
In: Journal of Management and Organization, Vol. 18, No. 2, 2012, p. 231-246.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

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Cegarro-Navarro JG, Eldridge S, Gamo-Sanchez AL. How an unlearning context can help managers overcome the negative effects of counter-knowledge. Journal of Management and Organization. 2012;18(2):231-246.

Author

Cegarro-Navarro, J.G. ; Eldridge, Stephen ; Gamo-Sanchez, A.L. / How an unlearning context can help managers overcome the negative effects of counter-knowledge. In: Journal of Management and Organization. 2012 ; Vol. 18, No. 2. pp. 231-246.

Bibtex

@article{c07fcca4d7524fc28241b02a4725924a,
title = "How an unlearning context can help managers overcome the negative effects of counter-knowledge",
abstract = "Customer relations provide a valuable link between customers and the companies who produce the products they buy and the services they use. Every organisational member carries out actions which reflect the existence of counter-knowledge (i.e., obsolete knowledge and inappropriate knowledge structures) which in turn can lead to detrimental effects on customers.A decision to reorientate counter-knowledge takes an extended period of time to produce significant results as this process involves the integration of existing capabilities with newly acquired knowledge. Crucially, however, it also involves the unlearning of capabilities which are no longer relevant. Unlearning is the process by which firms eliminate old logics and behaviours and make room for new ones.With the development of this paper, we intend to address the following question: How can managers help to correct counter-knowledge in order to foster customer relations? These relationships are examined through an empirical investigation of 164 small and medium enterprises in the Spanish construction industry.Our results show that an unlearning context (i.e., the examination of lens fitting, the framework for changing individual habits and the framework for consolidating emergent understandings) is an important solution for the process of counteracting the negative effects of counter-knowledge (e.g., misunderstandings and misconceptions). The results also shed light on a tangible means for managers to enhance customer relations through unlearning practices.",
keywords = "counter-knowledge, unlearning context , customer capital , SMEs",
author = "J.G. Cegarro-Navarro and Stephen Eldridge and A.L. Gamo-Sanchez",
year = "2012",
language = "English",
volume = "18",
pages = "231--246",
journal = "Journal of Management and Organization",
issn = "1839-3527",
publisher = "eContent Management Pty Ltd",
number = "2",

}

RIS

TY - JOUR

T1 - How an unlearning context can help managers overcome the negative effects of counter-knowledge

AU - Cegarro-Navarro, J.G.

AU - Eldridge, Stephen

AU - Gamo-Sanchez, A.L.

PY - 2012

Y1 - 2012

N2 - Customer relations provide a valuable link between customers and the companies who produce the products they buy and the services they use. Every organisational member carries out actions which reflect the existence of counter-knowledge (i.e., obsolete knowledge and inappropriate knowledge structures) which in turn can lead to detrimental effects on customers.A decision to reorientate counter-knowledge takes an extended period of time to produce significant results as this process involves the integration of existing capabilities with newly acquired knowledge. Crucially, however, it also involves the unlearning of capabilities which are no longer relevant. Unlearning is the process by which firms eliminate old logics and behaviours and make room for new ones.With the development of this paper, we intend to address the following question: How can managers help to correct counter-knowledge in order to foster customer relations? These relationships are examined through an empirical investigation of 164 small and medium enterprises in the Spanish construction industry.Our results show that an unlearning context (i.e., the examination of lens fitting, the framework for changing individual habits and the framework for consolidating emergent understandings) is an important solution for the process of counteracting the negative effects of counter-knowledge (e.g., misunderstandings and misconceptions). The results also shed light on a tangible means for managers to enhance customer relations through unlearning practices.

AB - Customer relations provide a valuable link between customers and the companies who produce the products they buy and the services they use. Every organisational member carries out actions which reflect the existence of counter-knowledge (i.e., obsolete knowledge and inappropriate knowledge structures) which in turn can lead to detrimental effects on customers.A decision to reorientate counter-knowledge takes an extended period of time to produce significant results as this process involves the integration of existing capabilities with newly acquired knowledge. Crucially, however, it also involves the unlearning of capabilities which are no longer relevant. Unlearning is the process by which firms eliminate old logics and behaviours and make room for new ones.With the development of this paper, we intend to address the following question: How can managers help to correct counter-knowledge in order to foster customer relations? These relationships are examined through an empirical investigation of 164 small and medium enterprises in the Spanish construction industry.Our results show that an unlearning context (i.e., the examination of lens fitting, the framework for changing individual habits and the framework for consolidating emergent understandings) is an important solution for the process of counteracting the negative effects of counter-knowledge (e.g., misunderstandings and misconceptions). The results also shed light on a tangible means for managers to enhance customer relations through unlearning practices.

KW - counter-knowledge

KW - unlearning context

KW - customer capital

KW - SMEs

M3 - Journal article

VL - 18

SP - 231

EP - 246

JO - Journal of Management and Organization

JF - Journal of Management and Organization

SN - 1839-3527

IS - 2

ER -