Organizational error management culture and its impact on performance: a two-study replication

Cathy van Dyck; Michael Frese; Markus Baer; Sabine Sonnentag

doi:10.1037/0021-9010.90.6.1228

Organizational error management culture and its impact on performance: a two-study replication

Publikation: Beiträge in Zeitschriften › Übersichtsarbeiten › Forschung

Standard

Organizational error management culture and its impact on performance: a two-study replication. / van Dyck, Cathy; Frese, Michael; Baer, Markus et al.

in: The Journal of applied psychology, Jahrgang 90, Nr. 6, 11.2005, S. 1228-1240.

Publikation: Beiträge in Zeitschriften › Übersichtsarbeiten › Forschung

Bibtex

@article{6d4df20920ee4d639249b4164b49aa0e,

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.",

keywords = "Communication, Cross-Sectional Studies, Efficiency, Organizational, Germany, Humans, Netherlands, Organizational Culture, Organizational Objectives, Risk Management, Statistics as Topic, Business psychology, error management, organizational climate, organizational learning",

author = "{van Dyck}, Cathy and Michael Frese and Markus Baer and Sabine Sonnentag",

year = "2005",

month = nov,

doi = "10.1037/0021-9010.90.6.1228",

language = "English",

volume = "90",

pages = "1228--1240",

journal = "Journal of Applied Psychology",

issn = "0021-9010",

publisher = "American Psychological Association Inc.",

number = "6",

}

RIS

TY - JOUR

T1 - Organizational error management culture and its impact on performance: a two-study replication

AU - van Dyck, Cathy

AU - Frese, Michael

AU - Baer, Markus

AU - Sonnentag, Sabine

PY - 2005/11

Y1 - 2005/11

N2 - 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.

AB - 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.

KW - Communication

KW - Cross-Sectional Studies

KW - Efficiency, Organizational

KW - Germany

KW - Humans

KW - Netherlands

KW - Organizational Culture

KW - Organizational Objectives

KW - Risk Management

KW - Statistics as Topic

KW - Business psychology

KW - error management

KW - organizational climate

KW - organizational learning

UR - http://www.scopus.com/inward/record.url?scp=29444444905&partnerID=8YFLogxK

UR - https://www.mendeley.com/catalogue/0f0d73ad-09af-39ee-a69b-f6ee1bf495a5/

U2 - 10.1037/0021-9010.90.6.1228

DO - 10.1037/0021-9010.90.6.1228

M3 - Scientific review articles

C2 - 16316276

VL - 90

SP - 1228

EP - 1240

JO - Journal of Applied Psychology

JF - Journal of Applied Psychology

SN - 0021-9010

IS - 6

ER -