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ABSTRACTDigital technology is fundamental to experimentation, learning, and the rate of innovation. Digital technology facilitates the rapid distribution of experimental design and debug information. However, we should consider how this fundamentally changes organizational learning and experimentation when managing the rate of product innovation. We address this issue by investigating what drives experimentation‐based learning in high‐tech product innovation and production. The longitudinal dataset in our study consists of 216 projects over a period of almost 5 years, involving thousands of digitally recorded design iterations and design debugs. Based on a time series linear regression analysis, we demonstrate that learning from an accumulation of completed projects drives learning in experimentation more than failure experience in successfully completed design debugs. Furthermore, we show that processing iterations and debugs rapidly enhances the speed of product innovation learning as this allows for short‐loop experimentation that restricts superstitious learning when conditions change over time. The results also show this can be achieved using digital tools as a source of agility.

The success factors and challenges of interorganizational collaboration have been widely studied from different disciplinary perspectives. However, the role of design in making such collaborations resilient has received little attention, although deliberately designing for resilience is likely to be vital to the success of any interorganizational collaboration. This study explores the resilience of interorganizational collaboration by means of a comparative case study of Dutch maternity care providers, which have been facing major challenges due to financial cutbacks, government-enforced collaborative structures, and the recent COVID-19 pandemic. Our findings make two contributions to the literature. First, we further develop the construct of interorganizational resilience. Second, we shed light on how well-designed distributed decision-making enhances resilience, thereby making a first attempt at meeting the challenge of designing for interorganizational resilience.

Circular business models (CBMs), such as product-service systems, are rapidly gaining traction in light of a transition to a more circular and sustainable economy. The authors call for a new approach to inform and guide the development and adoption of these CBMs. The main reason is that different actors in the service ecosystems or networks linked to these business models—such as firms, customers, and governmental bodies—may be reluctant to join or even impede the transition to a circular economy. Based upon an abductive analysis of 133 CBM papers with the Motivation-Opportunity-Ability (MOA) framework as organizing structure, the authors theorize about how to achieve "circular economy engagement" ( i.e., an actor's disposition to embrace CBMs). Specifically, they highlight and illustrate the role of (1) signaling and convincing as motivation-related practices, (2) matching and legitimizing as opportunity-related practices, and (3) supporting and empowering as ability-related practices. The authors provide illustrative cases for each of these practices along with a discussion of the theoretical and practical implications and the remaining challenges—all with the key aim to push the transition to a circular economy forward.