When Experiential Learning Fails: How Complexity of Experience Undermines Learning from Failures
Learning from failures is widely regarded as a central mechanism of organizational adaptation, yet failures in high reliability contexts are often complex, heterogeneous, and difficult to interpret. This study examines when and why experiential learning from failures might fail. Building on behavioral theory and a theory based view of experience, we conceptualize failure experience as varying along two dimensions: causal breadth, capturing the diversity of underlying causes of failures, and causal depth, capturing systemic, interdependent causal chains. We argue that while some heterogeneity in past failures fosters learning, excessive complexity generates cognitive burdens that hinder organizations’ ability to translate experience into effective action. We theorize and test non linear relationships between past failure experience and learning outcomes, as well as moderating effects of the complexity of firms’ current failure portfolios. Using an original longitudinal dataset of 2164 high severity (Class I) FDA medical device product recalls across 193 firms from 2009 to 2018, we find that past failure experience reduces both resolution time and future failures, but only up to a point. When past experience becomes too broad or too deep, learning deteriorates. Moreover, alignment between past experience and current failure complexity strengthens learning, while misalignment undermines it. Overall, the findings reveal a paradox of experience and highlight how complexity can cause experiential learning to fail.
- The project is at a work-in-progress stage, and the author welcomes feedback on its current framing.
Federica Angeli is a Professor of Public Management and Strategy at the School for Business and Society, University of York. She obtained her PhD in Business Administration from the University of Bologna and has held positions at Tilburg University, Maastricht University, and the Indian Institute of Management Bangalore. Her research applies complexity, behavioural, and social capital theories to examine how decision-makers—at organisational and policy levels—adapt and learn to pursue multiple and interdependent organisational and systemic goals, particularly in complex public organisations. Over the years, Federica has built an international profile as a healthcare management scholar, examining healthcare networks, organisations, and systems across a variety of settings, including the Netherlands, Italy, England, and India. Her work has received several research awards and has appeared in outlets such as Research in the Sociology of Organizations, Social Science & Medicine, Management Learning, Regional Studies, Industry and Innovation, Long Range Planning, World Development, PLOS One, Organization & Environment, and Sociology of Health and Illness. Federica currently serves as Deputy Dean for the School for Business and Society.
Seminar details:
Refreshments will be available for informal networking from 3:15 pm, prior to the seminar in the 9th floor common room.
We strongly encourage AMBS and University of Manchester staff and students to join us in person. An online option is available for external guests (see the Teams info below).
Meeting ID: 310 032 864 175 48 Passcode: 9uJ7Tm7G
