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How start-ups translate learning from innovation failure into strategies for growth

Vincenzo Corvello, Ciro Troise, Giovanni Schiuma Orcid Logo, Paul Jones Orcid Logo

Technovation, Volume: 134, Start page: 103051

Swansea University Author: Paul Jones Orcid Logo

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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,...

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Published in: Technovation
ISSN: 0166-4972
Published: Elsevier BV 2024
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URI: https://cronfa.swan.ac.uk/Record/cronfa66905
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first_indexed 2024-06-27T12:57:54Z
last_indexed 2024-06-27T12:57:54Z
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spelling v2 66905 2024-06-27 How start-ups translate learning from innovation failure into strategies for growth 21e2660aaa102fe36fc981880dd9e082 0000-0003-0417-9143 Paul Jones Paul Jones true false 2024-06-27 CBAE 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. Journal Article Technovation 134 103051 Elsevier BV 0166-4972 Innovation failure; Start-ups; Organizational learning; Dynamic capabilities; Learning from failures; Business model 3 6 2024 2024-06-03 10.1016/j.technovation.2024.103051 COLLEGE NANME Management School COLLEGE CODE CBAE Swansea University This research received no specific grant from funding agencies in the public, commercial, or not-for-profit sectors. 2024-07-10T12:19:20.4401641 2024-06-27T13:44:59.6407862 Faculty of Humanities and Social Sciences School of Management - Business Management Vincenzo Corvello 1 Ciro Troise 2 Giovanni Schiuma 0000-0003-4990-9330 3 Paul Jones 0000-0003-0417-9143 4 66905__30866__8b1aedbab42142e196e502ef6ff32bd3.pdf 66905.AAM.pdf 2024-07-10T12:17:17.9707316 Output 777387 application/pdf Accepted Manuscript true Author accepted manuscript document released under the terms of a Creative Commons CC-BY licence using the Swansea University Research Publications Policy (rights retention). true eng https://creativecommons.org/licenses/by/4.0/deed.en
title How start-ups translate learning from innovation failure into strategies for growth
spellingShingle How start-ups translate learning from innovation failure into strategies for growth
Paul Jones
title_short How start-ups translate learning from innovation failure into strategies for growth
title_full How start-ups translate learning from innovation failure into strategies for growth
title_fullStr How start-ups translate learning from innovation failure into strategies for growth
title_full_unstemmed How start-ups translate learning from innovation failure into strategies for growth
title_sort How start-ups translate learning from innovation failure into strategies for growth
author_id_str_mv 21e2660aaa102fe36fc981880dd9e082
author_id_fullname_str_mv 21e2660aaa102fe36fc981880dd9e082_***_Paul Jones
author Paul Jones
author2 Vincenzo Corvello
Ciro Troise
Giovanni Schiuma
Paul Jones
format Journal article
container_title Technovation
container_volume 134
container_start_page 103051
publishDate 2024
institution Swansea University
issn 0166-4972
doi_str_mv 10.1016/j.technovation.2024.103051
publisher Elsevier BV
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
document_store_str 1
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description 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.
published_date 2024-06-03T12:19:19Z
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score 11.017797

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