Abstract
Developing a better understanding of how small firms release redundant knowledge, beliefs and practices is becoming increasingly important in environments characterized by discontinuity. This explorative research focuses on unlearning as a means of accomplishing this task. The self-reinforcing and enduring nature of existing knowledge, practice and situated power is recognized. Unlearning requires a sustained disruptive discourse to challenge the embedded assumptions of the firm. A significant finding of the research is that this discourse is often beyond the capability of the firm itself. The intervention of external actors is therefore required to create the necessary reflective space and legitimacy to reframe knowledge and beliefs.
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