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Organizational unlearning is easier said than done. Organizations are usually not cognizant of the ripe time to start questioning and discarding their existing paradigms and past success formulas. This paper aims to recommend the use of a financial metric, i.e. value-added statement, as a trigger to unlearning in organizations.

This paper uses a review of existing literature on organizational unlearning to highlight that although prescriptive studies on unlearning are abundant, “how” and “when” organizations should contemplate and discard the obsolete knowledge and routines is still inconspicuous.

Value-added statement is an adequate reporting measure that incorporates the contribution of organization toward not only its shareholders but also other stakeholders such as employees, providers of long-term finance, government, and public. It supplements income statement and provides an insight of how organizations are serving its interest groups. A decline in value addition by an organization in a reporting period can serve as a trigger to question the existing practices and break organization’s over-dependence on “one size fits all” approach.

Unlearning is considered as a means to attain financial performance in an organization. This paper attempts to recommend a financial metric which incorporates the economic, social, and environmental aspects of business, i.e. value-added statement. The rationale for not recommending other financial metrics as a trigger for unlearning is based on grounds of possible manipulation. Moreover, these financial statements are affected by legal, political, and economic context of a nation.

As contemporary organizations’ focus shifts from knowledge orientation to learning orientation, this paper aims to articulate the need for models that describe the learning process in organizations. Simply assuming that organizations learn without any support of tangible framework or models highlights this need. The paper presents limitations of two prevalent themes of organizational learning, i.e. learning by adapting to environmental disturbances and learning from organizational members.

Based on the literature review on organizational learning, studies that depict the mechanism of organizational learning were selected. These were grouped into two categories: one that focuses on how organizations learn from its environment and other on how organization learn from its members.

This paper suggests the need for developing models and frameworks that eloquently describe the learning process in organizations. The literature focuses on organizational learning from individuals and adapting to the environment. Organizations tend to attribute the cause of failure to environmental shocks. Then, instead of the environment being a source of learning, it becomes a cause of failure. If individuals are agents of organization through which the latter learns, how this tacit knowledge becomes institutionalized in organizational memory is unknown.

This paper is a retrospective view on organizational learning. It attempts to question the black box of organizational learning, i.e. how the learning of individuals is transferred to organizational memory, or simply put, how the organizational learning mechanism works. There is a dearth of studies that address this question, and it has been simply assumed that somehow organizations do learn, but how?

Empirical attempts to recommend enabling mechanisms for organizational unlearning are sparse and have almost neglected the vital role of leadership in transforming organizations through unlearning. Based on the tenets of persistence theories like path-dependence and imprinting theory, this study examines the relationship between transformational leadership and unlearning with the mediating role of knowledge sharing, transparent internal communication and intrapreneurship.

To analyze the hypothesized relationship between these constructs, data were collected from 452 faculty members working in Centrally Funded Technical Institutions (CFTIs) in India. The data were analyzed using Process macro (Hayes, 2022).

The results show a significant effect of transformational leadership on organizational unlearning. This effect is mediated by transparent internal communication and intrapreneurship. However, knowledge sharing did not mediate the relationship between transformational leadership and organizational unlearning.

The Fourth Industrial Revolution, Covid-19, the rise of generative artificial intelligence tools like ChatGPT and policy reforms have pushed higher educational institutions to transform by unlearning old practices and experimenting with new ones. This paper informs how educational institutions can initiate and sustain the unlearning process.

Persistence theories like path-dependence and imprinting theory suggest that organizations often stick with proven success formulas and find it challenging to adopt new practices. Moreover, path dependence theorists advocate the role of an external intervening mechanism to break away from rigid and inefficient routines (or paths). This paper argues that in addition to external events (e.g. crisis, etc.), transformational leaders combined with organizational processes also help in unlearning obsolete knowledge and routines.

Learning, unlearning and relearning (LUR) has been preached as a panacea to organizations. Whereas, research on learning and unlearning has grown exponentially, relearning is still considered as an obscure concept. This paper aims to provide a new insight on organizational relearning and highlight its linkages with organizational unlearning.

This study is based upon a systematic literature review of organizational unlearning and organizational relearning. Papers expounding upon relearning were carefully analyzed vis-à-vis organizational unlearning.

Organizational unlearning and organizational relearning assume a vital place in developing a learning organization. However, linking the two processes in a sequence tends to arouse certain conceptual difficulties. First, it is not necessary that relearning follows this prescribed ordering sequence. It is a process that can happen without prior unlearning. Second, based on the process model and multiple definitions of unlearning, the very purpose of organizational unlearning is to acquire new knowledge (relearning in literature). Therefore, in this sense, relearning seems to become a redundant concept and a neologism. As a result, this hampers the proper contextualization of relearning.

This paper attempts to expound upon the debate of organizational relearning and its interplay with organizational unlearning. As the concept of lifelong learning and building learning organizations assumes the center stage in contemporary organizations, it is suggested that unless the conceptual issues of related to LUR are not adequately addressed, academicians will naturally find it difficult to prescribe proper course of action to practitioners.

Additive manufacturing (AM) technology has a huge influence on the real world because of its ability to manufacture massively complicated geometrics. The purpose of this study is to use CiteSpace (CS) visual analysis to identify fused deposition modeling (FDM) research and development patterns to guide researchers to decide future research and provide a framework for corporations and organizations to prepare for the development in the rapid prototyping industry. Three-dimensional printing (3DP) is defined to budget minimize manufactured input and output for aviation and the medical product industrial sectors. 3DP has implemented its potential in the Coronavirus Disease of 2019 (COVID-19) reaction.

First, 396 original publications were extracted from the web of science (WOS) with the comprehensive list and did scientometrics analysis in CS software. The parameters are specified in CS including the span (from 2011 to 2019, one year slice for the co-authorship and the co-accordance analysis), visualization (show the merged networks), specific criteria for selection (top 20%), node form (author, organization, region, reference cited; cited author, journal and keywords) and pruning (pathfinder and slicing network). Finally, correlating data was studied and showed the results of the visualization study of FDM research were shown.

The framework of FDM information is beginning to take shape. About hot research topics, there are “Morphology,” “Tensile Property by making Blends,” “Use of Carbon nanotube in 3DP” and “Topology optimization.” Regarding the latest research frontiers of FDM printing, there are “Fused Filament Fabrication,” “AM,” in FDM printing. Where “Post-processing” and “environmental impact” are the research hotspots in FDM printing. These research results can provide insight into FDM printing and useful information to consider the existing studies and developments in FDM researchers’ analysis.

Despite some important obtained results through FDM-related publications’ visualization, some deficiencies remain in this research. With >99% of articles written in English, the input data for CS was all downloaded from WOS databases, resulting in a language bias of papers in other languages and neglecting other data sources. Although, there are several challenges being faced by the FDM that limit its wide variety of applications. However, the significance of the current work concerning the technical and engineering prospects is discussed herein.

First, the novelty of this work lies in describing the FDM approach in a Scientometric way. In Scientometric investigation, leading writers, organizations, keywords, hot research and emerging knowledge points were explained. Second, this research has thoroughly and comprehensively examined the useful sustainability effects, i.e. economic sustainability, energy-based sustainability, environmental sustainability, of 3DP in industrial development in qualitative and quantitative aspects by 2025 from a global viewpoint. Third, this work also described the practical significance of FDM based on 3DP since COVID-19. 3DP has stepped up as a vital technology to support improved healthcare and other general response to emergency situations.

Recent research advances in artificial intelligence, machine learning, and neural networks are becoming essential tools for building a wide range of intelligent applications. Moreover, machine learning helps to automate analytical model building. Machine learning based frameworks and approaches allow making well-informed and intelligent choices for improving daily eating habits and extension of healthy lifestyle. This book chapter presents a new machine learning approach for meal classification and assessment of nutrients values based on weather conditions along with new and innovative ideas for further study and research on health care-related applications.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The overall capability of an organization to learn can be enhanced further through unlearning and relearning. However, the relationship between these latter constructs is subject to considerable debate and their precise contribution to the learning process remains somewhat unclear as a result.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The chapter's scope focuses on examining the manufacturing and consumption practices of plastic-related materials, which are nature-resistant and do not decompose quickly, and the efforts of formal institutions to encourage the recycling of these materials for the environmental sustainability of the metropolis. The chapter examined how effective recycling policies have been in enabling the reuse of plastics and related materials and their effects on the environment. This chapter uses the green theory as a theoretical approach to explain the relationship between man and the environment. The chapter employed a qualitative approach to research with reliance on secondary sources of data. This chapter's findings revealed that while policies are geared towards improving the recycling culture in Lagos, Nigeria, those policies needed to be adequately enacted by the government with the appropriate structure to enable them to achieve the stated objectives, thus rendering them ineffective. In this chapter, recommendation centers, amongst others, that the government of Lagos state, Nigeria, should adopt extended producer responsibility (EPR) to hold manufacturers and importers accountable for the product's life cycle and invest in quality public–private partnerships (PPPs) in recycling to ensure environmental sustainability of the metropolis.

The learning outcomes of this case study are as follows: to understand the concept of social commerce and how it is different from e-commerce business, to discuss the unique features of Meesho’s social commerce model, to understand concepts of entrepreneurship (e.g. addressing the gap through business, pivoting), to understand the dynamics of online grocery market and e-commerce market and to apply business strategy concepts to make recommendations.

This case study presents Meesho, an organization in social commerce in India. Meesho was founded by Indian Institute of Technology graduates Vidit Aatrey and Sanjeev Barnwal in the year 2015 to help the small business owners with online selling. It was initially launched as an app that connected local retailers to the customers. Owing to low customer interest and low profit margins, they pivoted the business to a reseller app that facilitated the individuals and small retailers to resell the wholesalers’ products (unbranded and long-tail products) to the customers on social media channels. However, the tough competition from other start-ups in social commerce and retail giants such as Amazon and Flipkart who targeted the same customers impacted their growth. After receiving a funding of US$300m, the founders were considering if they should enter the e-commerce market and directly compete with giants such as Amazon and Flipkart or extend the product line to the online groceries market and compete with dominant players such as BigBasket and Blinkit. Through this case study, the students could be provided an opportunity to evaluate a situation, apply the strategic management concepts and make a recommendation on the strategic plan.

The case study can be taught in the business and strategy courses at the graduate and postgraduate levels in business schools. It is also suitable for the entrepreneurship course with focus on e-commerce start-up and sustainability, which is also taught at the MBA level. This case study can also be used in executive development programs for abovementioned courses.

Teaching notes are available for educators only.

CSS 11: Strategy.