Normalizing vs. analyzing: Drawing the lessons from failure to enhance firm innovativeness

Danneels, Erwin; Vestal, Alex

doi:10.1016/j.jbusvent.2018.10.001

Cited by 72 publications

(67 citation statements)

References 88 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Whilst the overall model estimations did not significantly differ across the two cultural groups, the impact of innovativeness on financial performance was more pronounced in entrepreneurial cultures. Tentatively, we suggest this is because franchisees in entrepreneurial cultures may be more inclined to engage in process innovations that may be deleterious if not analysed (Danneels and Vestal, 2020) by franchisors.…”

Section: Discussionmentioning

confidence: 94%

“…In any case, the results suggest that franchisors should be cautious in recruiting franchisees with innovativeness tendencies. Recent research outside of the franchising context shows that successful innovativeness is connected to purposeful analysis of past failures (Danneels and Vestal, 2020). However, within the context of franchising, the franchisor cannot assume this enquiry if innovativeness is left to the discretion of the franchisee.…”

Section: Discussionmentioning

confidence: 99%

See 1 more Smart Citation

The influence of entrepreneurial personality on franchisee performance: A cross-cultural analysis

Watson

Dada

López-Fernández

et al. 2020

International Small Business Journal: Researching Entrepreneurs

View full text Add to dashboard Cite

Through a survey-based study of 761 franchisees from four countries, the United States, the United Kingdom, France and Spain – this research examines how a franchisee’s entrepreneurial personality traits affects the financial and relational performance of franchise units. While there is consensus that franchisee characteristics are important for successful franchise networks, there is a long-standing debate within the franchise literature as to the status, and indeed desirability, of franchisees as entrepreneurs. First, we consider how the personality traits of proactivity, innovativeness and locus of control influence the manifestation of entrepreneurial behaviours within the franchise unit, and both the direct and indirect relationships with unit performance. Second, we explore these relationships in two contexts, one associated with high entrepreneurial values (the United States and the United Kingdom) and another with low entrepreneurial values (France and Spain) to determine if the results are consistent across cultures which value entrepreneurship differently. The results suggest that franchisee performance, in terms of both financial performance and relationship quality, are indirectly enhanced by a proactive disposition, mediated by entrepreneurial behaviours. A direct positive relationship was found between locus of control and performance outcomes, but interestingly, franchisees with more innovative personalities performed less well financially. The relationships between franchisee personality, entrepreneurial orientation (EO) and performance were found to be largely consistent across the two cultural groups.

show abstract

Section: Discussionmentioning

confidence: 94%

Section: Discussionmentioning

confidence: 99%

The influence of entrepreneurial personality on franchisee performance: A cross-cultural analysis

Watson

Dada

López-Fernández

et al. 2020

International Small Business Journal: Researching Entrepreneurs

View full text Add to dashboard Cite

show abstract

“…Some authors note that failure receives more praise than good practices do ( Latham, 2009 ). Despite a general acknowledgment of the importance of improving innovation based on “failure lessons”, most companies find this strategy difficult to implement ( Danneels and Vestal, 2020 , Edmondson, 2011 , McGrath, 2011 ). Although organizations consider their employees’ ability to learn from failure a “standout best practice” ( Cooper, Edgett, & Kleinschmidt, 2004 ), the vast majority of firms find this capability challenging to develop.…”

Section: Discussionmentioning

confidence: 99%

“…However, only the latest research emphasizes that failure can play a positive role in organizations’ activities ( Chesbrough, 2010 , Danneels and Vestal, 2020 ). Other authors ( Dorfler and Baumann, 2014 , Haunschild and Sullivan, 2002 ) argue that the difficulties companies experience when dealing with external pressures ultimately focus the attention of these firms on their inability to meet market needs, and thus cause organizations to initiate a process of fruitful discovery ( Desai, 2010a , Desai, 2010b , Leoncini, 2016 ).…”

Section: Introductionmentioning

confidence: 99%

Wearing failure as a path to innovation

Ferreira

Fernandes

Ferreira

2020

Journal of Business Research

View full text Add to dashboard Cite

Innovation is a widely acknowledged key component of corporate performance management. However, most of the literature on this topic has tended to focus on determinants of corporate failure, thereby neglecting to look at the role of innovation failure in triggering innovative initiatives. By using a sample of companies covered by 2014 Community Innovation Survey data and applying econometric models, this study sought to analyze the impacts of innovative project failure. The results show that innovation failure is negatively correlated with companies' experience and acquisition of external knowledge. The main findings are consistent with the scarce literature on this research topic, and highlight the positive role that companies' accumulated experience has in their assimilation of knowledge flows. 1. Introduction Companies are not always able-or may not choose-to innovate. The reason for this lack of innovation is a particularly important issue because many authors argue that innovation plays a key role in companies' economic performance (

show abstract

“…Powerful members are less likely to appreciate what other members think and feel and be aware of salient clues about team dynamics (Galinsky et al, 2008; Magee & Galinsky, 2008). In order for teams to effectively integrate member expertise, inventors must feel safe to share information, experiment and take risks, and reflect on their mistakes ((Bunderson & Reagans, 2011; Danneels & Vestal, 2020). In sum, the concentration of experiential resources on the team constrains members’ ability and motivation to engage in meaningful exchange, experiment and take risks, and consider ideas that run counter to established viewpoints (Bunderson & Reagans, 2011), all of which limit teams’ ability to benefit from the differences in expertise available to them.…”

Section: Configuration Of Team Relational and Experiential Resourcesmentioning

confidence: 99%

Interdisciplinarity and Team Innovation: The Role of Team Experiential and Relational Resources

Vestal

Mesmer‐Magnus

2020

Small Group Research

Self Cite

View full text Add to dashboard Cite

Interdisciplinary teams composed of members with different expertise possess a variety of perspectives, which increases their potential for innovation. In reality, team members often fail to integrate their expertise, resulting in the team not reaching its innovative potential. It is argued the unsharedness of expertise within interdisciplinary teams has an inverted-U relationship with innovation. To explore the conditions under which the unsharedness of expertise enhances or impairs innovation, the resource-based view of organizational productivity is applied to teams. It is argued the amount and configuration of team relational and experiential resources facilitate teams’ ability to integrate members’ expertise for innovation.

show abstract

Normalizing vs. analyzing: Drawing the lessons from failure to enhance firm innovativeness

Cited by 72 publications

References 88 publications

The influence of entrepreneurial personality on franchisee performance: A cross-cultural analysis

The influence of entrepreneurial personality on franchisee performance: A cross-cultural analysis

Wearing failure as a path to innovation

Interdisciplinarity and Team Innovation: The Role of Team Experiential and Relational Resources

Contact Info

Product

Resources

About