INNOVATION AND ORGANIZATIONAL UNLEARNING IN THE BRAZILIAN JUDICIARY
DOI:
https://doi.org/10.22478/ufpb.2236-417X.2024v14n3.72481Abstract
Innovation is studied as an instrument to improve the provision of services to citizens and the performance of public institutions, while organizational unlearning is presented as a lever for the capacity to innovate. The objective of this article is to investigate the management of innovation in the Brazilian Judiciary based on the theory of organizational unlearning. The chosen methodology was a quantitative field research with a survey design, with the application of an electronic questionnaire, which had as constructs, based on bibliographic and documentary research: innovation; organizational learning and organizational knowledge; memory and organizational forgetting. The questionnaire was applied to the target population of 1,160 individuals registered on the Judiciary Innovation Network Platform, resulting in 200 respondents, and the data were analyzed statistically. The research showed that there is recognition that the Courts are innovative. However, it revealed that there are indications that the principles of the unlearning theory are not yet fully understood or assimilated. There is no expressive agreement that unlearning is as important as acquiring new knowledge. According to the research, innovation management in the Judiciary has the advantage of recognizing the existence of ineffective and obsolete knowledge and/or routines and being open to assimilating new knowledge. On the other hand, the challenges for innovation management in the Judiciary are related to resistance to change and the intentional discarding of ineffective and obsolete knowledge and/or routines. An emphasis on organizational unlearning could boost innovation management in the Judiciary.
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