The Use of Organisational Learning Practices in Start-Ups Growth

Objective: To explore the use of organisational learning practices in start-up growth by focusing on start-up development stages and the 41 framework of organisational learning. Research Design & Methods: The qualitative analysis was performed based on seven case studies: Lithuanian technology-based start-ups. The data collected from entrepreneurs working in technology knowledge intensive sector enables examining the practices of organisational learning that emerges in specific life cycle stages of start-ups. Findings: The research results indicate that Lithuanian technology-based start-ups use behavioural learning the most in their growth stages. Start-ups are more likely to use the error-learning approach than cognitive or action learning practices. Learning practices are accepted intuitively, later interpreted and integrated. However, Lithuanian technology-based start-ups have not yet institutionalised the benefits of organisational learning. Implications & Recommendations: Organisation learning practices should be applied in start-ups from the very beginning of their growth with the goal to develop a culture of learning. Contribution & Value Added: This study contributes to the international entrepreneurship literature by examining the start-ups growth stages and the aspects of organisational learning: its methods, dynamic processes and the benefits of its application. Our contribution is a contextual focus of Lithuania, a small economy in transition. The empirical results provide some guidelines to practitioners who reduce gaps in the developmental stage of start-ups, solve challenges, and achieve a quicker settlement of a start-up in global markets by effectively using the knowledge of organisation learning in individual, group, and organisational levels.