Given the enormous value that project failure brings to individuals and organizations, a large number of scholars have explored the antecedents that affect employees’ learning from project failure. However, few scholars have paid attention to how individuals’ affective states interact with cognition patterns to learn from failure. Based on cognitive behavioral theory, this paper explores the relationship between employees’ different daily affective states and learning from project failure and incorporates the mediating role of error management strategy and the moderating role of project commitment. By using SPSS and Amos software, hierarchical regression analysis of questionnaire data collected from 774 employees in high-tech firms in China indicates that (1) positive/negative affective states positively/negatively affect learning from failure, respectively; (2) error management strategy mediates the relationship between daily affective states and learning from project failure; and (3) project commitment moderates the relationship between negative affective states and error management strategy; specifically, this relationship is weaker when project commitment is stronger. However, the moderating effect of project commitment on the relationship between positive affective states and error management strategy is not supported. The results further expand the research related to learning from failure and have practical implications for failure management in high-tech enterprises.

In order to cope with the increasingly diverse and severe challenges, more and more enterprises adopt the strategy of building efficient and responsive teams to cope with the challenges, and the team gradually becomes the basic unit to carry out various social activities, including innovation, rather than individuals. From the perspective of implicit cognition of team heterogeneity, this study uses behavioral coding and analysis methods to integrate online innovation into the context of post-epidemic and Internet era to study the role of innovation behavior in the innovation process from a micro level. Based on the summary of previous research in the field of behavior observation, this paper proposes and improves the online team innovation experiment, and supplements and validates the coding scheme of "Analyzing Idea Finding Interactions (AIFI)". Furthermore, empirical research and experimental research are combined to analyze the relationship between team heterogeneity and innovation performance and the role of innovation behavior in the process of innovation. The results of the empirical study found that: value heterogeneity of online innovation team members negatively affects team innovation performance. idea facilitation behavior and idea inhibition behavior weaken the negative correlation between team members’ value heterogeneity and team innovation performance; team spirit facilitation behavior and process organization behavior strengthen the relationship between team members’ value heterogeneity and team innovation performance. Theoretically, this study deepens the research of the team innovation process and expands the research methods. In practice, it provides decision-making reference for innovation process control of enterprise innovation team.