Desaprendizagem de gestores: como ocorre esse processo em situações de fusões e aquisições, e qual a sua relação com a aprendizagem

• Ano de defesa: 2016
• Autor(a) principal: Rodrigues, Henrique Geraldo
• Orientador(a): Bido, Diógenes de Souza
• Banca de defesa: Brunstein, Janette, Fischer, André Luiz, Ferreira, Jorge Flávio, Coelho Júnior, Pedro Jaime
• Tipo de documento: Tese
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Presbiteriana Mackenzie
• Programa de Pós-Graduação: Administração de Empresas
• Departamento: Centro de Ciências Sociais e Aplicadas (CCSA)
• País: Brasil
• Palavras-chave em Português: desaprendizagem de gerentes; desaprendizagem individual; aprendizagem gerencial; fusões e aquisições
• Área do conhecimento CNPq: CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO DE EMPRESAS
• Link de acesso: http://dspace.mackenzie.br/handle/10899/23281

Recent approaches in the fields of administration and organization have considered individual unlearning as the means through which an individual may break away from the effects of obstructions caused by already acquired learnings, under the intention of facilitating the acquisition of others. From this perspective, it is understood that unlearning, by an individual, consists of an especially important element for dealing with personal resistance in relation to the processes concerned with organizational change and innovation, as well as the forwarding of solutions to problems within the organization. However, in spite of the importance attributed to the theme, it is argued that there is little empirical understanding of the way by which the unlearning mechanism operates and to which degree its affects individual knowledge. This has therefore contributed to the theoretical development of the theme as being seen as conceptually confusing. It is for this reason that this research study was directed toward the following research question – how does unlearning in managers occur and what are the implications that this process has on the learning of others? For such, the general objective was to describe and analyse the interpretations formulated by managers concerning situations of experienced individual unlearning from a merger and acquisition event (M&A), as well as the effects of this experience on the learning of these individuals. Based on philosophical assumptions of interpretivism, a narrative analysis was adopted as an investigative strategy, in line with proposals set out by Riessman (2008) and Schütze (2014). Data was collected by means of episodic interviews (FLICK, 2002), together with 20 managers that experienced the M&A event and the narratives analysed through the method of thematic narrative analysis (RIESSMAN, 2008). The results lead one to the understanding that, in the case of managers, individual unlearning represented the conscious adoption of behaviour directed towards breaking prior learned practices, under the intent of adapting to situations of change, which can demand or not the acquisition of new learning. The main implications arising from this finding involve the following considerations concerning the occurrence of the phenomenon. i) The mechanism of individual unlearning involves the interruption of a mode of thinking or action, in contrast to approaches that delimit, by means of ideas such as discarding, abandoning or forgetting. ii) Unlearning and the acquisition of new learning can be taken as distinct processes, different to those approaches that suggest treating these as the same process or which consider unlearning as type of learning. iii) The main proposal of unlearning involved its adaptation to the context of organizational change, contrary to approaches that indicate that its purpose is only to facilitate the acquisition of new learning or encourage the replacement of learnings. iv) To facilitate the breaking of barriers constituted in the form of psychological attitudes of attachment to longstanding knowledge, unlearning favours learning that has the aim of providing changes to previous individual understanding. The theoretical contributions of this research come from the very evidence pertinent to the individual unlearning process and its elements, which arise from the interpretation of the subjects themselves. Through which is constituted the experience of unlearning, the content of unlearning, the individual and organizational factors that affect unlearning and the effects of this on prior learning and individual knowledge. In terms of practical contributions, it is understood that unlearning represents a means by which managers are able to deal with the lack of effectiveness in learning and change processes by taking actions aimed at the learning training process, personal development, and organizational change.