The role of attitude towards change and social support in the impact of organizational unlearning on organizational innovativeness

The purpose of the present study was to examine the impact of organizational unlearning on organizational innovativeness through an inclusive model. This study investigated the association between organizational unlearning and organizational innovativeness, as well as proposing new mediator and moderator variables in such association. Within this scope, this study investigated whether resistance to change and organizational silence from attitude towards change related factors had mediating effects on organizational unlearning and organizational innovativeness relationship. The study further examined the moderating effects of supervisor support and coworker support from social support factors on such relationship. The sample of the study included 268 employees who were working within a team, reporting to a supervisor at corporate-level organizations from various fields of activity. The study data were collected using Demographic Questionnaire, Organizational Unlearning Scale, Resistance-To-Change Scale, Organizational Silence Scale, Supervisor Support Scale, Coworker Support Scale and Organizational Innovativeness Scale. The data analysis consisted of percentage and frequency statistics for demographic data; Confirmatory Factor Analysis for construct validity of the study scales and Cronbach alpha, composite reliability and discriminant reliability analyses of the reliability of the study scales. Furthermore, the Structural Equation Modelling (SEM) was used to test the research model. The data analysis and evaluation were conducted using SPSS for Windows 22.0 and AMOS 22.0 software packages. According to the study findings, resistance to change has no mediating role in the impact of organizational unlearning on organizational innovativeness, whereas organizational silence has a mediating role in such relationship. The results related to the social support factors indicated that supervisor support and coworker support have a moderating effect in the impact of organizational unlearning on organizational innovativeness.