Error Management Culture and its impact on organizational performance: A moderated mediation model

Abstract

Errors are ubiquitous in organizational life and have both positive and negative consequences for organizational performance. Given its importance, we have developed a moderated mediated model to analyze the impact of organizational error management culture on organizational performance by extending error management and share cognition theory. The newly developed model was tested in the service industry of Pakistan. The sample size of the study was 300 employees with a response rate of 96%. The data was collected through a web-based questionnaire. The constructs used in the study were adapted from earlier established scales and measures. Smart PLS was used to test the structural model. Consistent with our hypotheses, the results show that error management culture is positively related to organizational performance and this relationship is mediated by organizational learning from errors and innovative work behavior. The results further demonstrated that perceived psychological safety moderated the direct relationship between organizational learning from errors and error management culture in such a way that relationship is stronger when perceived psychological safety is high. The current study extends the relevant literature and has significant implications for management, theory, and research. For instance, perceived psychological safety in earlier studies has been used as a mediator while we have used it as a moderator. In addition, we tested multi mediation (i.e., organizational learning from errors and innovative work behavior) to empirically validate the relationship of error management culture and organizational performance

Error management culture in schools and its relationship with teachers psychological withdrawal behaviors

“…This result on relation is supported by the research conducted with the employees of the business organization (Guchait et al, 2016). On the other hand, error management culture positively affects organizational performance (Javed et al, 2020). In this regard, Klamar et al (2022) assert that open communication is a very important component in the error management culture.…”

How Managing Errors Facilitates Entrepreneurial Orientation: The Mediating Role of Ambidextrous Leadership

“…Similarly, van Dyck et al (2005) suggest that identifying errors, a vital step of the error management process (Frese and Keith, 2015), enhances organizational learning. Supporting those arguments, Javed et al (2020) find error management to be positively related to organizational learning from errors .…”

How do developmental I-deals promote team creativity: the role of team creative-efficacy and error management atmosphere

“…Under the influence of high error management atmosphere, team members tend to cultivate their dialectical critical thinking ability after error learning, realize that making mistakes is inevitable and through to the wrong cognition, correct and then learn to promote innovative team members to find out the new thought and new method to solve the problem (Frese and Keith, 2015). In the process of summarizing and refining previous mistakes, team members will become more confident in their own abilities and have a more firm understanding of themselves (Javed, 2020), so that employees can further promote the improvement of team efficacy through the identification, correction, learning and re-absorption of mistakes. However, when the error management atmosphere in the team is low, it is not conducive to timely communication between team members on the cause of the error and the correction plan, and it is difficult to improve the team's cognition and re-learning through the correction of the error, which hinders the improvement of the team's sense of creative self-efficacy.…”