The paradoxical nature of venture failure: the Australian case, first findings

This study combines two research fields: entrepreneurial learning and new venture failure. We explore the paradoxical nature of new venture failure as perceived by a group of CEOs (entrepreneurs and managers) of award winning organisations in Australia, identifying how they define New Venture Failure (NVF) and what they have learned from their failed and/or successful ventures. We explain three different types of entrepreneurial learning: behavioural, cognitive and situative / action learning. We then show how the combination of these learning types is influenced by learning form NVF. A questionnaire was sent to the CEO’s in November 2009; therefore, first findings will be presented at the conference.