Inducing error management culture – evidence from experimental team studies
Publication date
2022-01-21
Document type
Forschungsartikel
Author
Klamar, Alexander
Horvath, Dorothee
Keith, Nina
Frese, Michael
Organisational unit
Publisher
Frontiers Research Foundation
Series or journal
Frontiers in Psychology
ISSN
Periodical volume
12
Article ID
716915
Peer-reviewed
✅
Part of the university bibliography
✅
Funding(s)
Language
English
Keyword
Errors
Job and task performance
Domain-specific culture
Culture/climate change
Culture/climate strength
Abstract
Field studies indicate that error management culture can be beneficial for organizational performance. The question of whether and how error management culture can be induced remained unanswered. We conducted two experiments with newly formed teams, in which we aimed to induce error management culture and to explore whether we would also find beneficial effects of error management culture on performance in an experimental setting. Furthermore, we tested whether culture strength moderates the relationship between error management culture and performance. In Study 1, we used two tasks that require rational problem solving. In Study 2, we used a task that requires creative problem solving. We successfully manipulated error management culture in terms of an effect on perceived error management culture within the teams. While we did not find a direct effect of error management culture on performance, Study 2 revealed an indirect effect via communication in the teams. To our surprise, culture strength did not influence the hypothesized relationship. We discuss potential theoretical and alternative explanations for our results, and provide an outlook for future studies.
Description
This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).
Version
Published version
Access right on openHSU
Metadata only access