Designing a model for identifying key factors of error management culture using grounded theory: an empirical study

Ali Sheikhaboumasoudi, Ali Nasr Isfahani and Ali Shaemi Barzoki

International Journal of Learning and Intellectual Capital, 2018, vol. 15, issue 3, 219-241

Abstract: Error management culture points out that error prevention may be effective in stable environments and with people who are able to predict errors. Error management culture could reduce negative consequences of errors and increase their positive outcomes. Thus, this study tends to design a paradigmatic model for error management culture to better understand the components of this culture. The methodology used is qualitative and based on grounded theory. Findings indicate that the underlying factors, causal factors and intermediary factors are determined at three levels: individual, managerial, and organisational. Detection, acceptance and rapid error control, error knowledge management, error leadership, coordination for error handling, effective error handling, open and transparent communication about errors, and error analysis act as strategies in this process. Outcomes of error management culture are also identified at three levels: individual, managerial, and organisational. EM-based organisational architecture, as a central category, relates these categories through a paradigmatic model.

Keywords: error; error management; error management culture; EM-based organisational architecture; grounded theory. (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijlica:v:15:y:2018:i:3:p:219-241

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