Market‐based success, organizational routines, and unlearning

By James M. Sinkula. 2002

194 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/39250a5d32b8a6aebab524728d7cd497980ec22b

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In Strategy and Management

Citations in the corpus

Market Orientation, Learning Orientation and Innovation Capabilities in SMEs: An extended Model (2006, background): “Also, since market-orientation breeds the rigidity and stickiness of the existing customer intelligence and plans, it may also hinder firm innovativeness, as indicated by organizational unlearning studies ( Sinkula, 2002”
A reflective review of disruptive innovation theory (2008, unknown): “3 Unlearning is defined as the process by which people and firms eliminate old logic and substitute it with something fundamentally new [7][69].”
Inhibitors of disruptive innovation capability: a conceptual model (2006, background): “Unlearning is defined as the process by which people and firms eliminate old logic (test the validity of their beliefs and discard the present way of doing something) and substitute it with something fundamentally new ( Sinkula, 2002”
Value innovation in business markets: Breaking the industry recipe (2006, background): “The literature has suggested different reasons for this situation: the lack of an inquiring and non-traditional mindset (Pitt, 1998), the difficulty of unlearning ( Sinkula, 2002 ) and sense making (Day, 2002), marketing inertia (Bonoma, 1984), learning myopia (Cohen & Leventhal, 1990; Levinthal & M”
The process of individual unlearning: A neglected topic in an under-researched field (2014, background): “Sinkula (2002), on the other hand, distinguishes between the unlearning of axiomatic and procedural knowledge.”
Learning with the market: Facilitating market innovation (2015, background): “Inertia has been found to have cultural (Fligstein, 2001), industry recipe (Spender, 1989), cognitive (Levinthal & March, 1993; Prahalad, 2004; Sinkula, 2002; Weick, 1995), and industry clockspeed (Fines, 1998) connotations.”
Value innovation, deliberate learning mechanisms and information from supply chain partners (2012, background): “As supplier cues are better for unlearning than customer cues (Sinkula, 2002) a firm receiving a lot of supplier information can be expected to need less deliberate assimilation stimulation than when it receives a lot of customer cues.”
Market orientation, learning orientation and business performance: The mediating role of innovation (2016, background): “Besides, given the fact that market orientation breeds the rigidity of the existing customer intelligence and plans, it may also hinder firm innovation (Sinkula, 2002).”
Markets as configurations (2011, background): “Inertia has been found to have cultural (Fligstein, 2001), industry recipe (Spender, 1989), cognitive (Levinthal and March, 1993; Prahalad, 2004; Sinkula, 2002; Weick, 1995), and industry clockspeed (Fines, 1998) connotations.”
Organizational unlearning as changes in beliefs and routines in organizations (2007, background): “However, changes in manufacturing, distribution or logistics, should also be sanctioned by the organizations for effective organizational unlearning ( Sinkula, 2002”
The Effect of Absorptive Capacity on Innovativeness: Context and Information Systems Capability as Catalysts (2010, unknown): “While at the individual level the unlearning context forces individuals to reconsider their old basic attitudes toward customers, competitors and suppliers (Sinkula, 2002), at the organizational level it is viewed as memory elimination in general and as changing beliefs, norms, values, procedures an”
Enabling service innovation: A dynamic capabilities approach (2013, background): “A new menatal model implies not only learning, but also the willingness and ability to unlearn (Sinkula 2002) and reject obsolete routines, which should lead in turn to the adaptation of more effective behaviors (Matthyssens et al., 2006).”