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

Vincenzo Corvello, Ciro Troise, Giovanni Schiuma and Paul Jones

Technovation, 2024, vol. 134, issue C

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.

Keywords: Innovation failure; Start-ups; Organizational learning; Dynamic capabilities; Learning from failures; Business model (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:eee:techno:v:134:y:2024:i:c:s0166497224001019

DOI: 10.1016/j.technovation.2024.103051

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