Individual unlearning, organizational unlearning and strategic flexibility

Purpose: The purpose of this paper is to explore the relationship between unlearning and strategic flexibility from the down-up change perspective. Design/methodology/approach: Drawing on the routine-updating process, this study builds a theoretical model and examines it using survey data from 233 firms in China. Findings: Unlearning is the enabler to strategic flexibility. Specifically, individual unlearning and organizational unlearning both have positive effects on strategic flexibility. Organizational unlearning exerts a partly mediating effect on the relationship between individual unlearning and strategic flexibility. Originality/value: The paper examines the different mechanisms of individual and organizational unlearning on strategic flexibility and suggests that unlearning is a useful method or approach for strategic flexibility. In addition, this study is useful to help managers or practitioners determine how to embrace strategic flexibility by unlearning.