An Extended Tuckman Model of Closure - The Exit Point of a Project Is Not the End of Innovation

This article proposes an extension of Bruce Tuckman’s classic team development model by incorporating a focused analysis of the exit phase in innovative projects. Drawing on empirical research involving 73 semi-structured interviews with participants from startups, partnerships, and collaborative innovation initiatives, alongside a systematic media narrative analysis of documented project closures, the study identifies and categorizes three predominant types of project exits: mourning, adjourning, and silencing. Each type reflects distinct emotional, communicative, and organizational dynamics shaping how innovation teams conclude their collaborative efforts. Within the mourning category, a further differentiation is made between grief following successful project closure and shared processing of failure. The article argues that the exit phase is a critical yet underexplored dimension of innovation management, influencing not only the immediate team outcomes but also the long-term organizational learning and cultural memory. By integrating qualitative insights with narrative analysis, the study offers a nuanced framework for understanding the symbolic and practical implications of project termination. The findings have significant relevance for leadership practices, organizational culture, and policy-making in innovation ecosystems, highlighting the need to deliberately manage project closure as a gateway to sustained innovation and resilience.