Learning from failures: Why it May Not Happen

By P. Baumard, William H. Starbuck. 2005

378 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5373e0df03fc34b62662c614767a0ec8ff24835c

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In Management Information Systems

In Strategy and Management

Citations in the corpus

CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure (2012, background): “Theory and research point to the importance of learning from failures as a process through which better outcomes can be attained (Baumard and Starbuck, 2005; Edmondson, 1996; Madsen and Desai, 2010; Reagans et al., 2005; Sitkin, 1992; Tucker and Edmondson, 2003).”
The process of individual unlearning: A neglected topic in an under-researched field (2014, background): “For example, wiping is similar to ceasing a particular behaviour and making incremental change (Baumard and Starbuck, 2005).”
Attributions to intuition in the venture founding process: Do entrepreneurs actually use intuition or just say that they do? (2011, background): “By contrast, success reinforces our belief that we harbor accurate understandings, so we become less receptive to new knowledge and to that which might substitute for what we hold as true (Baumard and Starbuck, 2005).”
Cognition and Capabilities: A Multi-Level Perspective (2013, background): “This research indicates that managers must be aware of a failure or gap in performance relative to aspirations in order to generate learning about the nature of a problem (Baumard & Starbuck, 2005; Cannon & Edmondson, 2001; Eggers, 2012b; Haunschild & Sullivan, 2002).”
Making the Most of Failure Experiences: Exploring the Relationship between Business Failure and the Identification of Business Opportunities (2016, background): “In addition, the causes of failure are often complex, ambiguous, and challenging for individuals to interpret (Baumard & Starbuck, 2005; March & Sutton, 1997).”
Learning From Mistakes: How Mistake Tolerance Positively Affects Organizational Learning and Performance (2017, background): “However, there is evidence from a growing body of literature which argues that learning from mistakes is related to performance (Baumard & Starbuck, 2005; Cannon & Edmondson, 2001, 2005; Edmondson, 1999).”
Learning from Error: The influence of error incident characteristics (2009, background): “Further, the observation that organizations often learn very little from their errors is disturbing (Baumard and Starbuck, 2005).”
Different Strokes for Different Folks: Entrepreneurial Narratives of Emotion, Cognition, and Making Sense of Business Failure (2015, result): “This perspective contrasts with theories of learning from failure that ignore the role of emotions (e.g., Baumard & Starbuck, 2005; Cannon & Edmondson, 2001; Sitkin, 1992) or emphasize negative emotions at the expense of positive emotions (e.g., Shepherd, 2003; 2009).”
THE PARADOX OF STRETCH GOALS: ORGANIZATIONS IN PURSUIT OF THE SEEMINGLY IMPOSSIBLE (2011, background): “…to take on new challenges and to move toward new understandings, stretch goals can impose a “crisis” that stimulates the initiative within or across the organization to undertake experimentation and learning (Barnett & Pratt, 2000; Baumard & Starbuck, 2005; D’Aveni & MacMillan, 1990; Kim, 1998).”