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How start-ups translate learning from innovation failure into strategies for growth
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Paul Jones
Technovation, Volume: 134, Start page: 103051
Swansea University Author:
Paul Jones
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DOI (Published version): 10.1016/j.technovation.2024.103051
Abstract
Start-ups can make a decisive contribution to the development of innovation. These organizations are designed to experiment with new technologies and business models. In their growth process, learning from failure plays a decisive role. This study enriches our understanding of learning from failure,...
| Published in: | Technovation |
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| ISSN: | 0166-4972 |
| Published: |
Elsevier BV
2024
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| Online Access: |
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| URI: | https://cronfa.swan.ac.uk/Record/cronfa66905 |
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| Abstract: |
Start-ups can make a decisive contribution to the development of innovation. These organizations are designed to experiment with new technologies and business models. In their growth process, learning from failure plays a decisive role. This study enriches our understanding of learning from failure, particularly in start-ups, by analyzing 21 innovative start-ups that have faced experiences of failure. The theories of organizational learning and dynamic capabilities are applied to identify the responses of start-ups to failure and their implications in terms of learning. Six response strategies were identified: external monitoring, internal evaluation, resource acquisition and mobilization, value creation and capture, team-level entrepreneurial, and organizational learning. These response strategies are grouped into the three dynamic capabilities dimensions: sensing, seizing, and transforming. These strategies are relevant for start-ups to overcome difficulties and continue their growth and innovation. They also offer a guideline for start-ups to develop strategies for systematic learning from failures. |
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| Keywords: |
Innovation failure; Start-ups; Organizational learning; Dynamic capabilities; Learning from failures; Business model |
| College: |
Faculty of Humanities and Social Sciences |
| Funders: |
This research received no specific grant from funding agencies in the public, commercial, or not-for-profit sectors. |
| Start Page: |
103051 |