Keywords
learning from failure, organizational failure, near failure, hypothetical failure, organization learning, vicarious learning, knowledge transfer, aspirations, attention, performance feedback
Abstract
This chapter reviews past and present theoretical perspectives on organizational learning from failure. We begin by describing the organizational learning process and what it means to learn through failure. We outline and describe several challenges for future research: (1) Why do some organizations fail to learn from failures? (2) Why do some organizations fail again after learning from failures? (3) How do some organizations prevent other organizations from learning vicariously through their failures? (4) How can organizations learn from near failures? and (5) How can organizations learn from hypothetical failures? In sum, we hope this chapter motivates and inspires researchers to uncover new perspectives, deepen our understanding of, and pursue future inquiries into organizational failures and learning-based reactions to these failures.
Original Publication Citation
"Organizational Learning from Failure: Present Theory and Future Inspirational Inquiries", The Oxford Handbook of Group and Organizational Learning, Oxford University Press, 2018
BYU ScholarsArchive Citation
Desai, Vinit M.; Maslach, David; and Madsen, Peter, "Organizational Learning From Failure: Present Theory and Future Inquiries" (2017). Faculty Publications. 9842.
https://scholarsarchive.byu.edu/facpub/9842
Document Type
Peer-Reviewed Article
Publication Date
2017
Publisher
The Oxford Handbook of Group and Organizational Learning
Language
English
College
Marriott School of Business
Department
Marketing
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