Research on the Relationship between Leader Error Tolerance, Employee Learning from Failure, and Entrepreneurial Orientation in Start-ups—A Resource-Based View Perspective
Nan Zhou1  Jin Chen2  Xiaoyi Luo3

1 University of Shanghai for Science and Technology, shanghai, 200093;

2 University of Shanghai for Science and Technology, shanghai, 200093;

3 Imperial College London ,London,SW7 2AZ;

Abstract: Based on the Resource-Based View (RBV), this study focuses on start-ups and delves into the complex relationships among leader error tolerance, employee learning from failure, and entrepreneurial orientation. By reviewing relevant theories and conducting empirical analysis, it reveals the pathways through which leader error tolerance influences employee learning from failure, and the internal mechanisms by which employee learning from failure affects entrepreneurial orientation. The results indicate that leader error tolerance can create a safe learning atmosphere for employees, driving them to proactively draw lessons from failures, thereby facilitating the formation and strengthening of the firm's entrepreneurial orientation. This research provides theoretical support and practical guidance for start-ups to enhance their entrepreneurial capabilities and achieve sustainable development.
Keywords: Start-ups; Leader Error Tolerance; Entrepreneurial Orientation; Resource-Based View (RBV)

References

[1] Cai Li, Xiao Jianshi, Zhao Di. Research on the Relationship between New Venture's Entrepreneurial Orientation and Resource Utilization Based on Resource Development Process [J]. Science of Science and Management of S.& T., 2008, 29(1):5. DOI:CNKI:SUN:KXXG.0.2008-01-019.

[2] Xue Yang, Zhang Chenqi, Bai Yanzhuang. Research on the Evolution Mechanism of New Ventures in Entrepreneurial Ecosystems—Based on Resource Bricolage Theory [J]. Journal of Northwestern Polytechnical University: Social Sciences Edition, 2017, 37(4):6. DOI:CNKI:SUN:GDSH.0.2017-04-011.

[3]Aldrich, H. E., & Martinez, M. A. (2001). "Many are called, but few are chosen": An evolutionary perspective for the study of entrepreneurship.[J].Entrepreneurship Theory and Practice, 25(4), 41-56.

[4]Amabile, T. M., & Gryskiewicz, S. S. (1989). The creative environment scales: Work environment inventory [J].Creativity Research Journal, 2(2), 119-132.

[5]Baron, R. A., & Tang, J. (2011). The role of entrepreneurs' cognitions in new venture creation: A model and research agenda [J]. Journal of Management, 37(1), 325-340.

[6]Baum, J. R., Locke, E. A., & Smith, K. G. (2001). A multidimensional model of venture growth [J].Academy of Management Journal, 44(2), 292-303.

[7]Bird, B. (1988). Implementing entrepreneurial ideas: The case for intention [J].Academy of Management Review, 13(3), 442-453.

[8]Chandler, G. N., & Hanks, S. H. (1994). Measuring the performance of emerging businesses: A validation study [J]. Journal of Business Venturing, 9(3), 249-268.

[9]Covin, J. G., & Slevin, D. P. (1989). Strategic management of small firms in hostile and benign environments [J]. Strategic Management Journal, 10(1), 75-87.

[10]De Carolis, D. M., & Saparito, P. (2006). Social capital and cognition in entrepreneurial opportunity identification: An integrative model [J].  Journal of Business Venturing, 21(4), 410-431.

[11]Dess, G. G., Lumpkin, G. T., & McGee, J. E. (1999). Linking corporate entrepreneurship to strategy, structure, and process: Suggestions for future research [J]. Entrepreneurship Theory and Practice, 23(3), 81-102.