Navigating Organizational Learning from Failure to Foster Innovation as a Process
(2022) BUSN49 20221Department of Business Administration
- Abstract
- The study contributes to developing research on organizational learning from failure and innovation by bringing in the manager's perspectives via a qualitative interpretative case study. By exploring the impact of managerial practice impacts organizational learning from failure and innovation as a process, we aim to support managers in navigating the complexities of learning from failure and innovation. This research encompasses a qualitative case study that followed an interpretative tradition of symbolic interaction and an abductive approach that enabled us to work with theory and empirical material simultaneously. Twelve semi-structured interviews, conducted with managers of the case company Vision & Co combined with desktop research... (More)
- The study contributes to developing research on organizational learning from failure and innovation by bringing in the manager's perspectives via a qualitative interpretative case study. By exploring the impact of managerial practice impacts organizational learning from failure and innovation as a process, we aim to support managers in navigating the complexities of learning from failure and innovation. This research encompasses a qualitative case study that followed an interpretative tradition of symbolic interaction and an abductive approach that enabled us to work with theory and empirical material simultaneously. Twelve semi-structured interviews, conducted with managers of the case company Vision & Co combined with desktop research materials, serve as empirical material for this thesis. The theoretical framework refers to literature grounded in organizational learning and organizational learning from failure, viewing learning as a dynamic and complex process. Therefore we further built on key processes in organizational learning developed by Crossan, Lane, and White (1999), integrating the key processes of organizational learning from failure by Cannon and Edmondson (2005) and the multi-dimensional framework of organizational innovation by Crossan and Apaydin (2010). The study also contributes to the call by Danneels and Vestal (2020), further exploring aspects that impact normalizing vs. analyzing failure to foster firm innovativeness. Our study identifies critical aspects of managerial practices that expand understanding of forms, codification, and communication of learning from failure in an organization for innovation as a process (Madsen and Desai, 2010; Danneels and Vestal, 2020). The key findings contribute to understanding the necessary elements of managerial practices that impact organizational learning from failure to enhance innovation. (Less)
- Popular Abstract
- The study contributes to developing research on organizational learning from failure and innovation by bringing in the manager's perspectives via a qualitative interpretative case study. By exploring the impact of managerial practice impacts organizational learning from failure and innovation as a process, we aim to support managers in navigating the complexities of learning from failure and innovation. This research encompasses a qualitative case study that followed an interpretative tradition of symbolic interaction and an abductive approach that enabled us to work with theory and empirical material simultaneously. Twelve semi-structured interviews, conducted with managers of the case company Vision & Co combined with desktop research... (More)
- The study contributes to developing research on organizational learning from failure and innovation by bringing in the manager's perspectives via a qualitative interpretative case study. By exploring the impact of managerial practice impacts organizational learning from failure and innovation as a process, we aim to support managers in navigating the complexities of learning from failure and innovation. This research encompasses a qualitative case study that followed an interpretative tradition of symbolic interaction and an abductive approach that enabled us to work with theory and empirical material simultaneously. Twelve semi-structured interviews, conducted with managers of the case company Vision & Co combined with desktop research materials, serve as empirical material for this thesis. The theoretical framework refers to literature grounded in organizational learning and organizational learning from failure, viewing learning as a dynamic and complex process. Therefore we further built on key processes in organizational learning developed by Crossan, Lane, and White (1999), integrating the key processes of organizational learning from failure by Cannon and Edmondson (2005) and the multi-dimensional framework of organizational innovation by Crossan and Apaydin (2010). The study also contributes to the call by Danneels and Vestal (2020), further exploring aspects that impact normalizing vs. analyzing failure to foster firm innovativeness. Our study identifies critical aspects of managerial practices that expand understanding of forms, codification, and communication of learning from failure in an organization for innovation as a process (Madsen and Desai, 2010; Danneels and Vestal, 2020). The key findings contribute to understanding the necessary elements of managerial practices that impact organizational learning from failure to enhance innovation. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9083765
- author
- Djakaria, Edwin Krishnariadi LU and Shlapai, Halyna LU
- supervisor
-
- Anna Jonsson LU
- organization
- alternative title
- Navigating Organizational Learning from Failure to Foster Innovation as a Process: Qualitative Case Study of Edtech Company
- course
- BUSN49 20221
- year
- 2022
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- organizational learning from failure, innovation, analyzing, experimentation, psychological safety, edtech company
- language
- English
- id
- 9083765
- date added to LUP
- 2022-06-21 09:19:21
- date last changed
- 2022-06-21 09:19:21
@misc{9083765,
abstract = {{The study contributes to developing research on organizational learning from failure and innovation by bringing in the manager's perspectives via a qualitative interpretative case study. By exploring the impact of managerial practice impacts organizational learning from failure and innovation as a process, we aim to support managers in navigating the complexities of learning from failure and innovation. This research encompasses a qualitative case study that followed an interpretative tradition of symbolic interaction and an abductive approach that enabled us to work with theory and empirical material simultaneously. Twelve semi-structured interviews, conducted with managers of the case company Vision & Co combined with desktop research materials, serve as empirical material for this thesis. The theoretical framework refers to literature grounded in organizational learning and organizational learning from failure, viewing learning as a dynamic and complex process. Therefore we further built on key processes in organizational learning developed by Crossan, Lane, and White (1999), integrating the key processes of organizational learning from failure by Cannon and Edmondson (2005) and the multi-dimensional framework of organizational innovation by Crossan and Apaydin (2010). The study also contributes to the call by Danneels and Vestal (2020), further exploring aspects that impact normalizing vs. analyzing failure to foster firm innovativeness. Our study identifies critical aspects of managerial practices that expand understanding of forms, codification, and communication of learning from failure in an organization for innovation as a process (Madsen and Desai, 2010; Danneels and Vestal, 2020). The key findings contribute to understanding the necessary elements of managerial practices that impact organizational learning from failure to enhance innovation.}},
author = {{Djakaria, Edwin Krishnariadi and Shlapai, Halyna}},
language = {{eng}},
note = {{Student Paper}},
title = {{Navigating Organizational Learning from Failure to Foster Innovation as a Process}},
year = {{2022}},
}