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The purpose of this paper is to explore the level of consideration given to unlearning during human resource development interventions and to identify the methods being used to reinforce training and development.

A self‐administered questionnaire was given to a convenience sample of employers in regional Queensland and the Northern Territory, Australia. Analysis of responses using descriptive statistics was conducted to identify whether approaches differed in relation to unlearning and reinforcement between large and small organisations, and between those with high labour turnover and those with low labour turnover.

Results reveal that larger organisations give far more consideration to unlearning than smaller organisations. Those organisations with high labour turnover focus less on unlearning that those with a more stable workforce. Coaching and performance feedback were reported as the most commonly used method of reinforcement of learning and unlearning.

Low response rates mean that results are not statistically generalisable. Owing to the regional location of respondents there may be differences in findings in large metropolitan centres.

Reinforces to practitioners the need to consider unlearning, and also indicates a need for further research in this area. From a managerial perspective the results show that managers need to employ a range of tools and techniques to ensure unlearning can occur.

This paper reports on a study examining unlearning; and begins to address the lack of empirical research on this important concept.

The purpose of this paper is to examine the public policy perspective of corporate social responsibility (CSR) implementation in Sub-Saharan Africa. There has been an increase in the number of countries adopting a national policy for CSR practice, particularly in the Western society. Despite the growing awareness about the role of government in CSR promotion, governments in Sub-Saharan Africa are yet to evolve policies that could help promote CSR in the region. As drivers of CSR, governments hold resources, like access to regulated parts of society that makes the inclusion of CSR opportunities relevant to strategic and operational management. From the extant literature, the role of government in defining and shaping the field of CSR is gaining wider acceptability.

Using a qualitative research approach, this paper examines the current status of CSR implementation, particularly from the public policy perspective in selected Sub-Saharan African countries. Semi-structured interviews were conducted with policymakers and policy implementers. The study adopted a thematic analysis and developed a rigorous phenomenological design to reveal the insights to CSR policy-making.

The findings established that the status of CSR implementation in Sub-Saharan Africa is influenced by absence of national CSR policy, CSR being mainstreamed in government constitution and CSR being a company initiative action to comply with international code of business conduct.

The results of this study could have policy implications for both executive and MPs of national governments for CSR regulatory policies.

In most developing countries, including Sub-Saharan African countries, the aforementioned institutional conditions are often an exception. There are both no legal and regulatory frameworks for Multinational Corporation activities and their socio-ecological impact, or such regulations may exist but are not adequately enforced (Rwabizambuga, 2007). This situation, unfortunately, has created a huge reporting gap between what organisations do and what they report regarding CSR. Hence, this original study adds to the body of knowledge for this region by revealing the central issues around the phenomenon.

Although employees' innovative work behaviors are crucial for innovativeness and the success of modern organization, the impact of individual unlearning and critical reflection on innovative work behaviors is underresearched. This study's goal is to empirically examine relationships between job characteristics, critical reflection, unlearning and innovative work behaviors.

This study uses survey data from 252 Polish employees and the partial least squares method.

The results indicated that, among three considered job characteristics, only problem-solving demands were related to critical reflection. This study also shows that critical reflection is both direct and indirect, through individual unlearning, related to both idea generation and idea realization. However, nonmanagers have stronger relationships between unlearning and innovative work behaviors than do managers, while managers have stronger relationships between critical reflection and innovative work behaviors.

Results of this study may be used by human resource development managers to improve employees' innovative work behavior.

The study contributes to the limited empirical research on the role of critical reflection and individual unlearning for innovative work behavior. This study also explores which job characteristic affects critical reflection.