The Relationship between Antecedents and Processes of Unlearning and Organizational Innovation among Hamedan Teaching Hospitals

Mehdi Mohammadi, Rahmatallah Marzooghi, Jafar Torkzadeh, Ghasem Salimi, Farahnaz Tavakolian


Introduction: Hospitals should provide necessary conditions for the renewal of knowledge, skill and attitude through unlearning. Thus, the present study aimed to determine the relationship between antecedents and processes of unlearning and organizational innovation among the teaching hospitals of Hamedan.

Methods: This is a descriptive correlational study. The statistical population of the study included 1352 health personnel in four teaching hospitals of Hamedan. To select the administrative personnel, we used the total population; also, for physicians, and for the health personnel we used purposeful voluntary sampling and stratified random sampling, respectively. Based on the methods, 431 were selected as the subjects. Research instruments were unlearning researcher-made questionnaire and innovation scale. Data were analyzed through multivariate regression analysis and structural equation model using SPSS19 and LISREL 8.54 software.

Results: The results indicated that organizational support and training, frequency of changes, and predictability of changes were the positive and significant predictors of the product, process and administrative dimensions. The group crisis was the negative and significant predictor of the product and administrative dimensions. Organizational memory was the positive and significant predictor of the administrative dimension. Individual processes, group processes, and organizational processes were the positive and significant predictors of organizational innovation.

Conclusion: Based on the effective role of organizational support and training, organizational memory and frequency of changes and predictability of changes on innovation in teaching hospitals, it is suggested that the administrators and authorities of the hospitals should accept new opinions of their personnel.

Keywords: Unlearning, Teaching hospitals, Organizational innovation, Health personnel

Full Text:



de Holan PM, Phillips N. Organizational

forgetting as strategy. Strateg Organ. 2004;2:423-

doi: 10.1177/1476127004047620.

Bettis RA, Prahalad CK. The dominant

logic: Retrospective and extension. Strategic

Management Journal. 1995;16(1):5-14. doi:


Akgun AE, Lynn GS, Byrne JC. Antecedents

and consequences of unlearning in new

product development teams. J Prod Innov

Manage. 2006;23(1):73-88. doi: 10.1111/j.1540-


Yildiz HE, Fey CF. Compatibility and

unlearning in knowledge transfer in mergers

and acquisitions. Scandinavian Journal of

Management. 2010;26(4):448-56. doi: 10.1016/j.


Starbuck WH. Unlearning ineffective or obsolete

technologies. International Journal of Technology

Management. 1996;11(7-8):725-37.

Becker KL. Unlearning in the workplace: a mixed

methods study. Brisbane: Queensland University

of Technology; 2007.

Hedberg B. How organizations learn and

unlearn. Handbook of Organizational Design (1).


Klein JI. Parenthetic learning in organizations:

Toward the unlearning of the unlearning model.

Journal of Management Studies. 1989;26(3):291-

doi: 10.1111/j.1467-6486.1989.tb00729.x.

Srithika T, Bhattacharyya S. Facilitating

organizational unlearning using appreciative

inquiry as an intervention. Vikalpa. 2009;34(4):


Rushmer R, Davies H. Unlearning in health care.

BMJ Quality & Safety. 2004;13(suppl 2):ii10-ii5.

doi: 10.1136/qhc.13.suppl_2.ii10.

Cegarra J, Dewhurst F, editors. Unlearning as a

prior step in the creation of intellectual capital

in the organizational context: an empirical

investigation. 4th European Conference on

Knowledge Management; 2003.

Navarro JGC, Moya BR. Business performance

management and unlearning process. Knowledge

and Process Management. 2005;12(3):161-70. doi:


Jimenez-Jimenez D, Sanz Valle R, Hernandez-

Espallardo M. Fostering innovation: the role

of market orientation and organizational

learning. European Journal of Innovation

Management. 2008;11(3):389-412. doi:


Medrano N, Olarte-Pascual C. The effects of the

crisis on marketing innovation: an application

for Spain. Journal of Business & Industrial

Marketing. 2016;31(3):404-17. doi: 10.1108/jbim-


Głodziński E, Marciniak S. Organisational

Innovations in Crisis Management of Project-

Based Enterprises. Economics and Business.

;28(1):26-32. doi: 10.1515/eb-2016-0004

Altunoğlu AE, Gurel EBB. Effects of leader–

member exchange and perceived organizational

support on organizational innovation: The case

of Denizli Technopark. Procedia Soc Behav Sci.

;207:175-81. doi: 10.1016/j.sbspro.2015.10.170.

Farooq M, Ullah I, Hameed, RM. HR Practices

and Organizational Innovation: The Mediating

Role of Knowledge Management Effectiveness.

Journal of Resources Development and

Management. 2015;13:48-62.

Baba M, Mahmood R, Halipah A. The

moderating role of environmental turbulence

on the relationship between organizational

learning and firm innovativeness. International

Journal of Management Research and Reviews.


Ko S, Tan B-S. Knowledge transfer, perceived

environmental turbulence and innovation in

China. Journal of Chinese Entrepreneurship.

;4(2):104-16. doi: 10.1108/17561391211242726.

Yamakawa Tsuja P, Ostos Marino J. The influence

of the environment on organizational innovation

in service companies in Peru. Revista Brasileira

de Gestão de Negócios. 2013;15(49):582–600. doi:


Camison C, Villar-Lopez A. Non-technical

innovation: organizational memory and learning

capabilities as antecedent factors with effects

on sustained competitive advantage. Industrial

Marketing Management. 2011;40(8):1294-304.

doi: 10.1016/j.indmarman.2011.10.001.

Cegarra-Navarro J, Cepeda-Carrion G,

Jimenez-Jimenez D. Linking Unlearning with

Innovation through Organizational Memory

and Technology. Electronic Journal of Knowledge

Management. 2010;8 (1):1-10.

Yazhou W, Jian L. An empirical research

on knowledge management orientation and

organizational performance: the mediating role

of organizational innovation. African Journal of

Business Management. 2013;7(8):604-612.

Lendel V, Varmus M. Identification of the main

problems of implementing the innovation

strategy in Slovak businesses. Acta Univ Agric

Fac Agron. 2013;60(4):221-34.

Yannopoulos P, Gorish N, Kefalaki M. Mental

models as barriers to innovation. Mental.


Cuevas-Vargas H, Lopez-Torres GC, Serna

MdCM. The Influence of Information and

Communication Technologies on Organizational

Innovation. A Perspective of Mexican SMEs. Risk

Governance & Control: Financial Markets and

Institutions. 2016;6(4):155-160.

Sarros JC, Cooper BK, Santora JC. Leadership

vision, organizational culture, and support

for innovation in not-for-profit and for-profit

organizations. Leadership & Organization

Development Journal. 2011;32(3):291-309.

Antonacopoulou EP, Geary S, Konstantinou E.

Knowledge Dis-Integration: A neglected process

in the Organizational Knowledge Debate?

Copenhagen; OKLC Conference, University of

Aarhus and Copenhagen Business School: 2008.

Atif Mohammad, Bilal Adil. Impact of Knowledge

Sharing on Organization Performance: The

mediating role of Innovation Capability [master

thesis]. Punjab: University of The Punjab

Gujranwala: 2009.

Ghorbani M, Neyshaburi V, Erfanian H, Yagubi

M. The mediator role of organizational learning

ability in relation with knowledge sharing and

organizational innovation. General Management

Researches. 2016;9( 34):125-54.

Radaelli G, Lettieri E, Mura M, Spiller N.

Knowledge sharing and innovative work

behaviour in healthcare: A micro‐level

investigation of direct and indirect effects.

Creativity and Innovation Management.

;23(4):400-14. doi: 10.1111/caim.12084.

Leal Rodriguez AL, Roldan JL, Ortega Gutierrez

J. Linking market orientation, innovation,

unlearning and performance: A multiple

mediation model. Spain: 2nd International

Symposium on Partial Least Squares Path

Modeling. Seville; 2015.

Huang D, Chen S, Jia R, editors. Effects of

intentional organizational forgetting on

new product performance of each stage: The

moderating effect of absorptive capacity.

Honolulu: Management of Engineering

and Technology (PICMET), 2016 Portland

International Conference on; 2016.

Windeknecht K, Delahaye B, editors. A model

of individual and organisational unlearning.

Dunedin: Proceedings 18th annual Conference

of the Australian and New Zealand Academy of

Management; 2004.

Schein EH. SMR forum: How can organizations

learn faster? The challenge of entering the green

room. Sloan Manage Rev. 1993;34(2):85-92.

Yang KP, Chou C, Chiu YJ. How unlearning

affects radical innovation: The dynamics of social

capital and slack resources. Technol Forecast

Soc Change. 2014;87:152-63. doi: 10.1016/j.



  • There are currently no refbacks.

Creative Commons License
This work is licensed under a Creative Commons Attribution 3.0 License.

pISSN: 2322-1097        eISSN: 2423-5857