The Unlearning of Managerial Skills: A Qualitative Study of Executive Officers
The Unlearning of Managerial Skills: A Qualitative Study of Executive Officers
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DOI：
10.1111/emre.12122
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发表时间：
2019-06
期刊：
影响因子：
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通讯作者：
M. Matsuo
中科院分区：
文献类型：
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作者：
M. Matsuo
虽然执行官的能力，以忘却可能有显着的影响，组织忘却，很少有研究调查个人忘却过渡。本研究的目的是探讨从高级经理晋升为执行官的管理遗忘过程，基于上层的观点和领导管道模型。对46名日本大中型企业高管的访谈数据进行分析表明，他们在“决策”、“授权和激励”以及“收集信息”方面忘记了学习，并学会了自己的管理技能，而且这种忘记过程是不连续的。具体来说，决策技能从“短期、分析和局部”转变为“长期、直觉和整体”。授权和激励技能从“指令”转变为“专注和信任”。收集信息的技能从“直接收集”转变为“基于网络的收集”。本研究有助于文献管理技能的经验表明，管理过渡的不连续性方面的一个unlearning的观点。
Although the abilities of executive officers to unlearn may have a significant impact on organizational unlearning, few studies have investigated the individual unlearning transition. The goal of this study was to examine the managerial unlearning process upon promotion from senior manager to executive officer, based on the upper echelons perspective and leadership pipeline model. Analyses of interview data with 46 executive officers at medium and large-sized Japanese firms indicated that they unlearned and learned their managerial skills in relation to ‘decision making’, ‘delegation and motivation’, and ‘collecting information’, and that the unlearning process was discontinuous. Specifically, decision making skills were switched from ‘short-term, analytic, and partial’ to ‘long-term, intuitive, and holistic’. Skills in delegation and motivation were transformed from ‘directive’ to ‘dedicated and entrusting’. Skills in collecting information were switched from ‘direct collection’ to ‘network-based collection’. This study contributes to the literature on managerial skills by showing empirically the discontinuous nature of management transitions with regard to an unlearning perspective.