Learning From Success and Failure in Corporate Entrepreneurship and Organizational Change: A Multi-Case Study of Chinese Companies

DOI

10.2991/icssr-14.2014.105How to use a DOI?

Keywords

corporate entrepreneurship, ambidexterity, learning from failure, learning from success.

Abstract

This study focused on how Chinese companies effectively learn from success and failures during the corporate entrepreneurship and organizational change process. 9 corporate entrepreneurship cases (6 success and 3 failures) from three diversified Chinese companies were analyzed. A contingency model was revealed that the learning process largely depended on the heterogeneity of corporate entrepreneurship activities. When companies initiated explorations in new and emergent business areas, learning from the others’ success was emphasized; When companies only targeted on the improvement and change of the current business, learning from the combination of own success and failures was advantageous; When companies had failure experience in explorative practices, the subsequent corporate entrepreneurship activities (either exploration or exploitation) would benefit from the learning from the failures. Theoretical and managerial implications were also discussed.

Copyright

© 2014, the Authors. Published by Atlantis Press.

Open Access

This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).

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TY  - CONF
AU  - Honghao Hu
PY  - 2014/06
DA  - 2014/06
TI  - Learning From Success and Failure in Corporate Entrepreneurship and Organizational Change: A Multi-Case Study of Chinese Companies
BT  - Proceedings of the 3rd International Conference on Science and Social Research
PB  - Atlantis Press
SP  - 444
EP  - 451
SN  - 2352-5398
UR  - https://doi.org/10.2991/icssr-14.2014.105
DO  - 10.2991/icssr-14.2014.105
ID  - Hu2014/06
ER  -