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Although previous research has extolled the importance of business failure as a precursor to transformational learning, few studies have explored the conditions under which such learning occurs or the content of the resulting knowledge. We explore several cognitive moderators of the relationship between failure experiences and a specific type of opportunity identification knowledge—the use of structural alignment processes. Results indicate that learning from failure is facilitated for entrepreneurs who possess a cognitive toolset that consists of opportunity prototypes and an intuitive cognitive style. Moreover, we found that prior professional knowledge negatively moderates this relationship.

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An extensive amount of research has been conducted regarding the various advantages and disadvantages posed by engaging in market pioneering behavior at the product level. However, relatively little research examines factors that facilitate the relationship between a firm’s overall pioneering orientation and firm growth. This article investigates pioneering as an orientation that a firm adopts in pursuing a proactive introduction of new products to the market across product lines. In doing so, this study examines organizational and industry factors that impact the relationship between pioneering orientation and firm growth and proposes that this main effect relationship will be curvilinear (inverted U shaped). Further, this study hypothesizes that an organization’s ability to strategically learn will positively moderate the relationship between pioneering orientation and firm growth. Additionally, this study hypothesizes that the greater the technological sophistication of the industry, the more positive the relationship between pioneering orientation and firm growth. Hierarchical regression analysis was utilized to examine the hypotheses as observed within a grouping of 101 select firms. Findings indicate that all hypotheses are supported, except for that regarding strategic learning, which is shown to negatively moderate the relationship between pioneering orientation and firm growth. The authors conclude with a discussion of the findings and the potential implications of the study.