Middle Managers' Role in Driving Organizational Unlearning

ABSTRACT Organizational unlearning is increasingly recognized as crucial for adaptation and change in dynamic environments. This study explores how middle managers facilitate unlearning, the challenges they face, and how their efforts are perceived by employees within a real organizational setting. A single case study approach was applied, combining primary data from semi‐structured interviews with 15 middle managers and a questionnaire completed by 53 employees. The findings reveal that middle managers facilitate unlearning by taking practical action at the operational level, creating psychologically safe environments, and applying specific leadership skills. While managers and employees generally agreed on the key enablers of unlearning, their perceptions diverged regarding the barriers. The study concludes that unlearning is an iterative, context‐dependent process, shaped by managerial behaviour, relational conditions, and leadership capabilities. This study makes a valuable contribution to the existing unlearning research by exploring underexplored areas and offering practical insights into how unlearning can be supported in organizations.