Organizational Unlearning in Angolan Ports: A Path Toward Digitalization and the Blue Economy

Abstract

Studies on organizational unlearning show that, although researchers recognize its importance and research on the topic has increased substantially in recent years, significant gaps remain in the literature. Early research neglected its potential as an autonomous organizational capacity, and there is a scarcity of studies in critical infrastructure sectors, such as ports, while the African context remains virtually unexplored. In this regard, the present study analyzes the role of organizational unlearning as a critical factor in the digital transformation of Angolan ports, within the context of the blue economy. The research adopted a quantitative, descriptive, and correlational approach, based on a sample of 248 employees at different hierarchical levels in Angolan ports, who responded to a structured questionnaire. The data were analyzed using descriptive statistics, reliability and validity tests (Cronbach’s alpha, AVE, and CR), Pearson’s correlation, and linear regression models to test the proposed hypotheses. The empirical results reveal that organizational culture exerts a positive and statistically significant influence on organizational unlearning practices, confirming its role as the primary antecedent of this process.