title: Organizational error management culture and its impact on performance: a two-study replication.
abstract: The authors argue that a high-organizational error management culture, conceptualized to include norms and common practices in organizations (e.g., communicating about errors, detecting, analyzing, and correcting errors quickly), is pivotal to the reduction of negative and the promotion of positive error consequences. Organizational error management culture was positively related to firm performance across 2 studies conducted in 2 different European countries. On the basis of quantitative and qualitative cross-sectional data from 65 Dutch organizations, Study 1 revealed that organizational error management culture was significantly correlated with both organizational goal achievement and an objective indicator of economic performance. This finding was confirmed in Study 2, using change-of-profitability data from 47 German organizations. The results suggest that organizations may want to introduce organizational error management as a way to boost firm performance.
authors.affiliation: Department of Psychology, University of Amsterdam, Amsterdam, the Netherlands.
authors.forename: Cathy
authors.initials: C
authors.lastname: van Dyck
authors.forename: Michael
authors.initials: M
authors.lastname: Frese
authors.forename: Markus
authors.initials: M
authors.lastname: Baer
authors.forename: Sabine
authors.initials: S
authors.lastname: Sonnentag
mesh_terms: D003142:Communication; D003430:Cross-Sectional Studies; D017598:Efficiency, Organizational; D005858:Germany; D006801:Humans; D009426:Netherlands; D015279:Organizational Culture; D009937:Organizational Objectives; D012308:Risk Management; D013223:Statistics as Topic