Learning Through Experimentation: Growth Hacking in Organisational Development Strategy

Abstract

This article attempts to explore the role of continuous learning through experimentation, considered within the context of the concept of growth hacking. The turbulence of the environment and the pace of change in this field mean that modern organisations are faced with the need to react quickly, including making immediate decisions and introducing innovations. In light of this, the first part of this article presents the theoretical foundations of growth hacking and the closely related practice of experimentation. A review of the literature led to the formulation of the following research question: Does an organisation’s general approach to experimentation influence its level of experimentation in technical terms? In the practical section, an attempt was made to verify the cause-and-effect relationship between these areas. To this end, the results of a survey conducted among 250 large and medium-sized IT companies in Poland in the second half of 2024 were utilised. The analysis was carried out in R, within which structural equation modelling (SEM) was developed. On this basis, it was found that a higher level of experimentation in general terms determines the level of technical experimentation. The final section of the article also highlights the limitations and directions for further research.