Creative errors and heroic failures: capturing their innovative potential

Abstract

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Business Failure and Entrepreneurship: Emergence, Evolution and Future Research

“…Constant success on the other hand breeds failure; it can make companies complacent and even arrogant, firms can get "locked in to certain orthodoxies and therefore do not take charge of their own destinies fast enough" [Sheth and Sisodia, 2005, p. 28]. The experience of failure can ultimately lead to the path to success; a scenario termed a 'successful failure' [Kriegesmann et al, 2005], whereby individuals are provided with a personalised learning experience as they learn from their own failure trajectory. Other scholars [Schoemaker and Gunther, 2006] suggest making 'deliberate mistakes' as a means of combating failure.…”

“…Failed entrepreneurs see their failure as a rite of passage or an "entrance fee for entrepreneurship" [Ucbasaran et al, 2006, p. 24], and "recovery and re-emergence from failure is a function of distinctive learning processes" [Cope, 2011, p. 604]. Learning from one's personal experience of failure allows for a tailored form of learning that cannot be taught, merely attained through practice [Kriegesmann et al, 2005]. The way an individual acts during setbacks can have a vital influence on subsequent performance as it establishes how one copes in threatening, stressful situations [Locke and Taylor, 1991].…”

Personalo Priešinimosi Inovatyviems Pokyčiams Priežasčių Analizė

“…Kiekvienas motyvuotas darbuotojas savo užduotis nori atlikti kuo pareigingiau, tačiau remdamiesi patirtimi, kad pasitaiko atvejų, kai už padarytas klaidas sulaukiama pasekmių, tokių kaip pažeminimas ar atleidimas, darbuotojai daugiau ar mažiau jaučia baimę suklysti. Vykstant pokyčiams ir atnaujinimams, dėl patirties atlikti užduotis stokos, galimybė suklysti padidėja (Heidenreich et al 2016, Kriegesmann et. al.…”

Corporate Failure

“…Yet not all failures in business are necessarily catastrophic, as Kriegesmann et al (2005) point out in their recent article. While there is a rhetorical commitment in many organisations to innovation and change, often behaviours and policies can induce risk averse behaviour, stifling the very innovation which companies seek to promote.…”