{"title":"目标导向、批判性反思与遗忘:一项个人层面的研究","authors":"","doi":"10.1002/hrdq.21469","DOIUrl":null,"url":null,"abstract":"<p>In Matsuo (2017), an error was published on page 56 under section 3.3.6, where the article reads.</p><p><b>3.3. 6 Unlearning</b></p><p>As described above, the scale of team unlearning developed by Akgun et al. (2006) was modified to measure individual unlearning. The scale consists of belief change (three items) and routine change (three items). The following belief change items were used: “beliefs on technological improvements,” “beliefs on the external environment,” and “beliefs on customer (patient) demand.” The items of routine change are “work methods or procedures,” “methods for gathering and sharing information,” and “decision-making processes or methods.” Respondents were asked to rate the changes in their beliefs and routines in the past year on a 5-point Likert scale (1 = greatly changed, 5 = hardly changed). Cronbach's alpha for unlearning (belief) and unlearning (routine) were .81 and .83, respectively. The average scores for each type of unlearning were used as observable variables.</p><p>It should read:</p><p><b>3.3.6 Unlearning</b></p><p>As described above, the scale of team unlearning developed by Akgun et al. (2006) was modified to measure individual unlearning. The scale consists of belief change (three items) and routine change (three items). The following belief change items were used: “beliefs on technological improvements,” “beliefs on the external environment,” and “beliefs on customer (patient) demand.” The items of routine change are “work methods or procedures,” “methods for gathering and sharing information,” and “decision-making processes or methods.” Respondents were asked to rate the changes in their beliefs and routines in the past year on a 5-point Likert scale (1 = hardly changed, 5 = greatly changed). Cronbach's alpha for unlearning (belief) and unlearning (routine) were .81 and .83, respectively. The average scores for each type of unlearning were used as observable variables.</p>","PeriodicalId":47803,"journal":{"name":"Human Resource Development Quarterly","volume":"33 1","pages":"95"},"PeriodicalIF":4.0000,"publicationDate":"2021-12-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrdq.21469","citationCount":"0","resultStr":"{\"title\":\"Goal orientation, critical reflection, and unlearning: An individual-level study\",\"authors\":\"\",\"doi\":\"10.1002/hrdq.21469\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>In Matsuo (2017), an error was published on page 56 under section 3.3.6, where the article reads.</p><p><b>3.3. 6 Unlearning</b></p><p>As described above, the scale of team unlearning developed by Akgun et al. (2006) was modified to measure individual unlearning. The scale consists of belief change (three items) and routine change (three items). The following belief change items were used: “beliefs on technological improvements,” “beliefs on the external environment,” and “beliefs on customer (patient) demand.” The items of routine change are “work methods or procedures,” “methods for gathering and sharing information,” and “decision-making processes or methods.” Respondents were asked to rate the changes in their beliefs and routines in the past year on a 5-point Likert scale (1 = greatly changed, 5 = hardly changed). Cronbach's alpha for unlearning (belief) and unlearning (routine) were .81 and .83, respectively. The average scores for each type of unlearning were used as observable variables.</p><p>It should read:</p><p><b>3.3.6 Unlearning</b></p><p>As described above, the scale of team unlearning developed by Akgun et al. (2006) was modified to measure individual unlearning. The scale consists of belief change (three items) and routine change (three items). The following belief change items were used: “beliefs on technological improvements,” “beliefs on the external environment,” and “beliefs on customer (patient) demand.” The items of routine change are “work methods or procedures,” “methods for gathering and sharing information,” and “decision-making processes or methods.” Respondents were asked to rate the changes in their beliefs and routines in the past year on a 5-point Likert scale (1 = hardly changed, 5 = greatly changed). Cronbach's alpha for unlearning (belief) and unlearning (routine) were .81 and .83, respectively. The average scores for each type of unlearning were used as observable variables.</p>\",\"PeriodicalId\":47803,\"journal\":{\"name\":\"Human Resource Development Quarterly\",\"volume\":\"33 1\",\"pages\":\"95\"},\"PeriodicalIF\":4.0000,\"publicationDate\":\"2021-12-05\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrdq.21469\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Human Resource Development Quarterly\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1002/hrdq.21469\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"INDUSTRIAL RELATIONS & LABOR\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Human Resource Development Quarterly","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1002/hrdq.21469","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"INDUSTRIAL RELATIONS & LABOR","Score":null,"Total":0}
Goal orientation, critical reflection, and unlearning: An individual-level study
In Matsuo (2017), an error was published on page 56 under section 3.3.6, where the article reads.
3.3. 6 Unlearning
As described above, the scale of team unlearning developed by Akgun et al. (2006) was modified to measure individual unlearning. The scale consists of belief change (three items) and routine change (three items). The following belief change items were used: “beliefs on technological improvements,” “beliefs on the external environment,” and “beliefs on customer (patient) demand.” The items of routine change are “work methods or procedures,” “methods for gathering and sharing information,” and “decision-making processes or methods.” Respondents were asked to rate the changes in their beliefs and routines in the past year on a 5-point Likert scale (1 = greatly changed, 5 = hardly changed). Cronbach's alpha for unlearning (belief) and unlearning (routine) were .81 and .83, respectively. The average scores for each type of unlearning were used as observable variables.
It should read:
3.3.6 Unlearning
As described above, the scale of team unlearning developed by Akgun et al. (2006) was modified to measure individual unlearning. The scale consists of belief change (three items) and routine change (three items). The following belief change items were used: “beliefs on technological improvements,” “beliefs on the external environment,” and “beliefs on customer (patient) demand.” The items of routine change are “work methods or procedures,” “methods for gathering and sharing information,” and “decision-making processes or methods.” Respondents were asked to rate the changes in their beliefs and routines in the past year on a 5-point Likert scale (1 = hardly changed, 5 = greatly changed). Cronbach's alpha for unlearning (belief) and unlearning (routine) were .81 and .83, respectively. The average scores for each type of unlearning were used as observable variables.
期刊介绍:
Human Resource Development Quarterly (HRDQ) is the first scholarly journal focused directly on the evolving field of human resource development (HRD). It provides a central focus for research on human resource development issues as well as the means for disseminating such research. HRDQ recognizes the interdisciplinary nature of the HRD field and brings together relevant research from the related fields, such as economics, education, management, sociology, and psychology. It provides an important link in the application of theory and research to HRD practice. HRDQ publishes scholarly work that addresses the theoretical foundations of HRD, HRD research, and evaluation of HRD interventions and contexts.