Error Management Climate Research Articles

Could ambidextrous learning improve employees' disruptive innovation behavior? A double-mediation model

This study investigated the influence mechanism of ambidextrous learning on disruptive innovation behavior and the mediating effects of error management climate and creative self-efficacy. I conducted both online and offline surveys with 452 employees in private enterprises, state-owned enterprises, and institutions. The results indicate that ambidextrous learning predicts employees' disruptive innovation behavior, and both error management climate and creative self-efficacy have significant partial mediating effects on the relationship between ambidextrous learning and disruptive innovation behavior. This study contributes to ambidextrous learning and disruptive innovation behavior research and advances scholarship into aspects of employees' disruptive innovation behavior in enterprises.

The dual‐path mechanism underlying the influence of customers' negative feedback on the job crafting

AbstractAlthough previous studies have generally explored the important role played by customers' negative feedback in shaping employees' behaviour, these studies have only briefly discussed the one‐sided effects of such feedback on employees' cognition or emotions. In addition, previous studies have not discussed in depth whether customers' negative feedback has both positive and negative effects. Based on the theoretical background of the cognitive–affective processing system, we constructed a dual‐path model of the impact of customers' negative feedback on job crafting via both cognitive and affective paths and investigated the moderating effect of the error management climate in this context. A three‐stage survey design was used to examine these assumptions by referencing data collected from 382 frontline employees working in various tourism and hospitality companies. In line with our expectations, we found that customers' negative feedback can have a double‐edged sword effect via these two paths and that the error management climate moderates this dual‐path mechanism. We conclude this research by discussing the theoretical and practical implications of our findings.

Supporting Error Management and Safety Climate in Ambulatory Care Practices: The CIRSforte Study.

To improve patient safety, it is important that healthcare facilities learn from critical incidents. Tools such as reporting and learning systems and team meetings structure error management and promote learning from incidents. To enhance error management in ambulatory care practices, it is important to promote a climate of safety and ensure personnel share views on safety policies and procedures. In contrast to the hospital sector, little research has been dedicated to developing feasible approaches to supporting error management and safety climate in ambulatory care. In this study, we developed, implemented, and evaluated a multicomponent intervention to address how error management and safety climate can be improved in ambulatory care practices. In a prospective 1-group pretest-posttest implementation study, we sought to encourage teams in German ambulatory practices to use proven methods such as guidelines, workshops, e-learning, (online) meetings, and e-mail newsletters. A pretest-posttest questionnaire was used to evaluate level and strength of safety climate and psychological behavioral determinants for systematic error management. Using 3 short surveys, we also assessed the state of error management in the participating practices. In semistructured interviews, we asked participants for their views on our intervention measures. Overall, 184 ambulatory care practices nationwide agreed to participate. Level of safety climate and safety climate strength (rwg) improved significantly. Of psychological behavioral determinants, significant improvements could be seen in "action/coping planning" and "action control." Seventy-six percent of practices implemented a new reporting and learning system or modified their existing system. The exchange of information between practices also increased over time. Interviews showed that the introductory workshop and provided materials such as report forms or instructions for team meetings were regarded as helpful. A significant improvement in safety climate level and strength, as well as participants' knowledge of how to analyze critical incidents, derive preventive measures and develop concrete plans suggest that it is important to train practice teams, to provide practical tips and tools, and to facilitate the exchange of information between practices. Future randomized and controlled intervention trials should confirm the effectiveness of our multicomponent intervention.Trial registration: Retrospectively registered on 18. November 2019 in German Clinical Trials Register No. DRKS00019053.

Research on mechanism of servant leadership on employees' customer-oriented deviance: the mediating role of psychological security and the moderating role of error management climate

PurposeIn the era of the service economy, the personalized needs of customers are increasing rapidly. It often occurs that front-line employees bend organizational rules to help customers. The study sought to explore the influence mechanism of servant leadership on specific dimensions of customer-oriented deviance from the manager’s perspective, examine the mediating role of psychological security, and the moderating role of error management climate in the process.Design/methodology/approachWe conducted an online survey study in China from April 10 to 29, 2023. We use online survey questionnaire technique and random sampling method for data collection. The authors collected 385 questionnaires from China and tested the model by SPSS 26.0 and AMOS 24.0.FindingsThe results show that servant leadership significantly promotes employees' deviant customer-oriented behaviors, psychological security plays a mediating role between servant leadership and deviant customer-oriented behaviors, and error management climate has a positive moderating effect between servant leadership and deviant customer-oriented behaviors.Originality/valueThis study explores the influence mechanism of servant leadership on deviant customer-oriented behaviors. The results of this study not only enrich the theoretical research on the formation mechanism of deviant customer-oriented behaviors but also provide a reference for leaders to correctly view and effectively manage employees' deviant customer-oriented behaviors.

Exploring the influencing factors of patient safety competency of clinical nurses: a cross-sectional study based on latent profile analysis

BackgroundClinical nurses play an important role in ensuring patient safety. Nurses’ work experience, organizational environment, psychological cognition, and behavior can all lead to patient safety issues. Improving nurses’ attention to patient safety issues and enhancing their competence in dealing with complex medical safety issues can help avoid preventable nursing adverse events. Therefore, it is necessary to actively identify the latent profiles of patient safety competency of clinical nurses and to explore the influencing factors.MethodsA cross-sectional design was conducted. A total of 782 Chinese registered nurses were included in the study. Demographic characteristics questionnaire, Error Management Climate scale, Security Questionnaire, Proactive Behavior Performance scale and Patient Safety Competency Self-Rating Scale of Nurses were used. Latent profile analysis (LPA) was performed to categorize nurses into latent subgroups with patient safety competency differences. Multinomial logistic regression was conducted to explore the influencing factors of nurses’ patient safety competency (PSC) in different latent profiles.ResultsA total of 782 questionnaires were valid. Nurses’ PSC was positively related to error management climate, and psychological safety and proactive behavior. The PSC score was 121.31 (SD = 19.51), showing that the PSC of clinical nurses was at the level of the medium on the high side. The error management climate score was 70.28 (SD = 11.93), which was at a relatively high level. The psychological safety score was 61.21 (SD = 13.44), indicating a moderate to low level. The proactive behavior score was 37.60 (SD = 7.33), which was at a high level. The latent profile analysis result showed that three groups of profile models were fitted acceding to the evaluation of PSC. They were defined as Low-competency Group (74 (9.5%)), Medium-competency Group (378 (48.3%)) and High-competency Group (330 (42.2%). Working years, professional titles, departments, error management climate, psychological security and proactive behavior were the influencing factors of PSC in three latent profiles.ConclusionsThe PSC of clinical nurses had obvious classification characteristics, and the main influencing factors were working years, professional titles, working departments, error management climate, psychological security and proactive behavior. This study suggests that managers should pay attention to the continuous cultivation of patient safety competence among clinical nurses, provide targeted intervention measures for nurses at different work stages, professional titles, and departments, and use efficient management strategies to create a positive error management atmosphere. In patient safety management, providing nurses with more psychological security is conducive to stimulating more proactive behaviors and continuously improving the level of patient safety competence.

The influence of leader-member exchange social comparison on employee innovative behavior

Based on the job demands-resources model, the mechanism and boundary conditions of leader-member exchange social comparison on employee innovative behaviors were tested with self-efficacy and role load as mediating variables and error management climate as moderating variables. Based on the empirical analysis of 452 questionnaire data collected in two stages, it is found that self-efficacy and role load play a partial mediating role in the relationship between leader-member exchange social comparison and employee innovative behavior. Error management climate positively moderates the relationship between leader-member exchange social comparison and self-efficacy, and positively moderates the mediating role of self-efficacy in the relationship between leader-member exchange social comparison and employee innovative behavior. Error management climate negatively moderates the relationship between leader-member exchange social comparison and role load, and negatively moderates the mediating role of role load in the relationship between leader-member exchange social comparison and employee innovative behavior.

Police leaders' daily feedback-seeking: the role of an organization’s error-management climate, leaders' feedback orientation and the situation

PurposeLeaders lack essential information about their performance from their followers. In light of the frequently encountered error avoidance climate in the police, leaders should actively seek feedback to fill this gap. The purpose of this paper is to explore organizational, personal and situational antecedents of police leaders' daily feedback-seeking behavior.Design/methodology/approachThe authors used a diary study and examined error-management climate, feedback orientation and two situational characteristics, namely daily occasions for feedback-seeking and daily time pressure. Hierarchical linear modeling was used to analyze the N = 188 daily entries from 27 leaders (minimum of three daily entries per leader).FindingsResults show that police leaders seldom seek daily feedback from their followers. A positive (i.e. learning-oriented) error-management climate and occasions for feedback-seeking foster leaders' daily feedback-seeking, whereas no main effects of feedback orientation and time pressure were found. However, time pressure moderated the relationship between occasions for feedback-seeking and daily feedback-seeking, with higher time pressure leading to a weaker relationship.Originality/valueThis is the first study empirically examining feedback-seeking as a key leadership behavior on a daily basis. The results show that organizational conditions promote leaders' feedback-seeking behavior and indicate organizations should foster an error-management climate to promote feedback-seeking of their leaders.

A Study of the Impact of Adaptive Leadership on Teachers’ Adaptive Performance: The Cross-Level Mediating Effect of Error Management Climate and Psychological Safety

A Study of the Impact of Adaptive Leadership on Teachers’ Adaptive Performance: The Cross-Level Mediating Effect of Error Management Climate and Psychological Safety

Structural relationships among job crafting, informal learning, and innovative behavior of employees in large corporations: the moderating effect of perceived error management climate

Structural relationships among job crafting, informal learning, and innovative behavior of employees in large corporations: the moderating effect of perceived error management climate

The Relationship between Error Management, Safety Climate, and Job-Stress Perception in the Construction Industry: The Mediating Role of Psychological Capital

Job stress (JS) is a significant issue in the construction industry of developing countries. This study aims to examine the impact of error-management climate (EMC), safety climate (SC), and psychological capital (PC) (as a mediator) on employee JS in the construction industry, and establish relationships between these constructs. A questionnaire survey was conducted to gather data from 144 respondents. The study’s hypothesized relationships were tested using partial-least-squares structural-equation modeling (PLS-SEM). The analysis indicated a positive association between EMC and PC. Conversely, EMC did not have a negative impact on JS. The study also established a constructive relationship between SC and PC, and a significant negative association between SC and JS. Regarding mediation, PC was found to partially mediate the effect of EMC on JS, accounting for 55% of the variance accounted for (VAF). The study’s innovative contribution lies in exploring the limited research on PC within the construction industry, and investigating the interactions among SC, EMC, PC, and JS.

학습민첩성에 영향을 미치는 변인들에 대한 연구

The purpose of this study is to demonstrate what antecedent variables affect learning agility. To this end, after analyzing the preceding studies related to the influencing variables of learning agility and classifying the preceding variables into individual, job, and organizational characteristics, 421 army officers & NCOs were evaluated for a month in August 2020 using proven diagnostic tools such as Burke et al.(2016). A structured questionnaire was conducted and analyzed with the SPSS statistical package program. As a result of the study, learning agility was affected in the order of individual characteristics, organizational characteristics, and job characteristics, and the influence of each variable was in the order of learning goal orientation, experience openness, job performance, job autonomy, and positive error management climate. And the influence of antecedent variables on the sub-factors of learning agility was demonstrated. This study is meaningful in that it comprehensively analyzed the variables that affect learning agility shown in previous studies, and can be used as a strategy to improve learning agility in practice.

포용적 리더십과 혁신행동과 실책관리문화 인식과의 관계 연구

Global competition, digital transformation brought about by the 4th industrial revolution, and the global pandemic brought about by the novel coronavirus have made companies adapt to changes and are constantly being asked to innovate. For the innovation of enterprises, the most direct and efficient way is to motivate employees to innovate behavior and innovation ability. Therefore, how to stimulate employees' innovation behavior has always been the focus of many scholars and many research results have been achieved. The purpose of this study is to better understand and analyze the innovative behavior of employees, and to study the structural relationship between inclusive leadership, error management climate, and innovative behavior.
 Survey questionnaires were distributed to employees working at ten China companies, and responses from 343 employees were collected and used for data analysis. The main findings of this research are as follows: First, inclusive leadership had a significant positive(+) relationship with innovative behavior. Second, inclusive leadership had a significant positive (+) relationship with error management climate. Third,error management climate had a significant positive (+) relationship with innovative behavior. Fourth, error management climate played a mediating role in the relationship between inclusive leadership and innovative behavior.
 Based on the results of this study, it provides suggestions on what kind of efforts companies should make in the future to lead effective innovative behaviors to organizational members, and these research results can be used as useful data.

Mitigating work conditions that can inhibit learning from errors: Benefits of error management climate perceptions.

Professionals do not always learn from their errors; rather, the way in which professionals experience errors and their work environment may not foster, but can rather inhibit error learning. In the wake of a series of accounting scandals, including Royal Ahold in Netherlands, Lehman Brothers in the United States, and Wirecard in Germany, within the context of financial auditing, we explore four audit-specific conditions at the workplace that could be negatively associated with learning: small error consequences, routine-type errors, negative emotions, and high time pressure. Then, we examine how perceptions of an open or blame error management climate (EMC) moderate the negative relationship between the four work conditions and learning from errors. Using an experiential questionnaire approach, we analyze data provided by 141 Dutch auditors across all hierarchical ranks from two audit firms. Our results show that open EMC perceptions mitigate the negative relationship between negative emotions and error learning, as well as the negative relationship between time pressure and error learning. While we expected that blame EMC perceptions would exacerbate the negative relationship between negative emotions and error learning, we find a mitigating effect of low blame EMC perceptions. Further, and contrary to our expectations, we find that blame EMC perceptions mitigate the negative relationship between small error consequences and error learning, so that overall, more error learning takes place regardless of consequences when participants experience a blame EMC. Post-hoc analyses reveal that there is in fact an inverted- U-shaped relationship between time pressure and error learning. We derive several recommendations for future research, and our findings generate specific implications on how (audit) organizations can foster learning from errors.

Enabling Budgeting and Employee Turnover Intentions: The Role of Error Management Climate and Error Aversion Climate

Enabling Budgeting and Employee Turnover Intentions: The Role of Error Management Climate and Error Aversion Climate

Error Management Climate and Job Stress in Project-Based Organizations: An Empirical Evidence from Pakistani Aircraft Manufacturing Industry

Drawing on the JD-R model, this study examines the influence of error management climate (EMC) on the job stress of frontline aeronautical employees. It also analyzes the moderating role of psychological capital (PsyCap) dimensions (i.e., hope, optimism, self-efficacy, and resilience) for the relationship between error management climate and job stress. The data was collected from 208 individuals through a questionnaire survey and was analyzed using a partial least squares structural equation modeling (PLS-SEM) approach. The results revealed that employees’ perceptions of error management climate have a significant negative impact on job stress. PsyCap optimism and PsyCap self-efficacy were found to have a negative moderating influence on the relationship between EMC and job stress. The other two dimensions of hope and resilience were found to have a moderating influence in the same direction as expected, but not at statistically significant levels. The findings of this study provide a unique perspective in realizing the part national and organizational cultures could play in either enhancing or attenuating the influence of an individual’s psychological resources such as psychological capital.

The relationship between empowering leadership and radical creativity.

Drawing on the conservation of resource theory, we theorized and tested a serial mediation model linking empowering leadership with employee radical creativity through job control and willingness to take risks. We tested our hypotheses using data collected from a time-lagged and multisource survey of 385 employees in 84 research and development teams from 20 different companies. The results demonstrated that empowering leadership had a positive indirect effect on employee radical creativity via job control and willingness to take risks, and the error management climate was found to strengthen this indirect effect. Theoretical and practical implications are also provided in the discussion section.

Authentic leadership, perceived insider status, error management climate, and employee resilience: A cross-level study.

Employee resilience is of great significance for organizations to resist pressures, overcome crises, and achieve sustainable development. However, existing research has largely failed to explore its situational triggers. Drawing on social information processing theory and social exchange theory, a cross-level study was conducted to theorize the underlying mechanisms through which authentic leadership facilitates employee resilience. Based on a two-wave time-lagged design, the data were obtained from 85 team leaders and 417 employees in China. The results of the cross-level model showed that authentic leadership was positively related to employee resilience. Perceived insider status and error management climate both played a partial mediating role in linking authentic leadership and employee resilience. Error management climate positively moderated the relationship between perceived insider status and employee resilience. This paper not only contributes to revealing the cross-level effect of authentic leadership on employee resilience but also provides some managerial practices.

How to Induce an Error Management Climate: Experimental Evidence from Newly Formed Teams

An organizational climate of error management is associated with favorable organizational outcomes, including firm success, innovation, and safety. But how can an error management climate be induced? The present research used newly formed teams in a controlled setting as a model and tested the effect of two brief interventions on team climate and performance. In three-person teams, 180 participants worked on two team tasks that required communication and coordination, under 1 of 3 experimental conditions. Two of these were designed to induce an error management climate either indirectly, via the communication of social norms, or more directly, via explicit encouragement of experimentation and learning from errors. The third condition served as an error avoidant comparison group. In line with predictions, the climate induction increased processes of error management climate as perceived by teams, which in turn positively affected objectively measured team performance (mediation effect). These results strongly suggest that team error management climate can indeed affect performance and is not merely a correlate of unknown third variables that were unmeasured in previous correlational research. From a practical perspective, this research provides guidance on how principles of social influence may be leveraged to induce an error management climate.

중국 IT기업의 포용적 리더십이 종업원에 혁신행동에 미치는 영향

Covid-19 represents a challenge for digital globalization and the digital transformation of economies. In particular, IT companies are more desperate for innovation than ever before. Inclusive leadership is based on the concept of "fully inclusive and Participation" attracting attention as a leader capable of inducing innovative behavior. And it can adapt to the independent needs of new generation employees. Currently, a large amount of literature studies inclusive leadership and its direct impact on employees' innovative behaviors. However, few studies have explored the internal mechanism of action between inclusive leadership and innovative behavior. This study investigates how inclusive leadership influences employees' innovative behavior through error management climate and self-efficacy. Taking error management climate and self-efficacy as intermediary variables, the author constructs a theoretical, conceptual model of the dual-path mechanism of inclusive leadership on employees' innovative behavior based on multiple mediating variables. The author conducts an online questionnaire survey of on-the-job employees of Chinese Internet technology companies and adopts SPSS21.0 and AMOS 24.0 to carry out an empirical analysis of the questionnaire survey data. The result shows that inclusive leadership has a significant positive impact on employees' innovative behavior, error management climate, and self-efficacy. Meanwhile, error management climate and self-efficacy also reflect the intermediary effect in the relationship between inclusive leadership and employee innovative behavior.

The Sustainability of Market Orientation from a Dynamic Perspective: The Mediation of Dynamic Capability and the Moderation of Error Management Climate

In a dynamic, highly competitive environment, corporate strategies need to be re-studied. Market orientation reflects a firm’s emphasis on creating customer value and is an important factor for firms to build competitive advantages, it is crucial to understand the mechanism of market orientation on firm performance in a dynamic environment. In contrast to previous studies, this study aims to explain the impact of different types of market orientation on firm performance, and has two major contributions. First, it demonstrates the relationship between responsive, proactive market orientation and performance from a dynamic perspective, as well as the influencing mechanism. Second, the boundary conditions of market orientation are defined from the perspective of organizational culture. Findings of this empirical study of 336 firms show that: (1) both responsive and proactive market orientation have a significant positive correlation with financial performance and growth performance; (2) dynamic capability mediates the influence of responsive market orientation on financial performance, but shows a “suppressing effect” on the influence of responsive market orientation on growth performance, and in the relationship between proactive market orientation, financial performance, and growth performance, the mediating effect both are significant; (3) error management climate positively moderates the influence of proactive market orientation on financial performance and growth performance.