Surprise events are an indispensable part of the entrepreneurial process. They may even serve as an important source of learning and capability development (Levinthal & Rerup, 2006). A surprise can reveal that the prior expectations were not accurate, and can help the organization generate more accurate or complete models to inform new expectations (Greve, 1998; Zellmer-Bruhn, 2003). This paper explores how responses to surprise events affect perceived organizational outcomes.