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Drawing upon an error management perspective, this study aims to examine how in the wake of an information security breach, a hotel’s error management culture influences customer engagement behaviors and trust. The potential moderating effects of the perceived error controllability are also assessed.

This study develops four experimental conditions concerning a privacy breach in Hotel A, where different levels of error controllability and error management culture are manipulated for testing hypotheses. Data collection is administered with the help of Amazon Mechanical Turk.

The findings from 235 former hotel guests show significant influences of error management culture on customer engagement behaviors, which are mediated by consumer trust. No moderating effect of the perceived error controllability is found.

This study stresses the significance of cultivating a high error management culture and communicating it to attract consumers. It also provides guidance to hoteliers for adopting effective error analysis and management approaches, improving customer engagement and, ultimately, enhancing the firm’s performance.

The results of this study expand the error management literature by studying the impacts of error management within the organization to its impacts on consumer-related outcomes. Further, this study contributes to the customer engagement literature by focusing on a series of customer engagement behaviors after a service failure scenario. Third, this study extends previous service failure and recovery literature to credence-related service encounters.

The importance of an error management culture (EMC) that integrates error prevention with error management after errors occur has been highlighted in the existing literature. However, few empirical studies currently support the relationship between EMC and errors, while the factors that affect EMC remain underexplored. Drawing on the conceptualisation of organisational cultures, the purpose of this paper is to verify the contribution of authentic leadership in steering EMC, thereby leading to reduced errors.

The authors conducted a cross-sectional survey study. The sample included 280 nurses.

Results of a full structural equation model supported the hypothesised model, showing that authentic leadership is positively associated with EMC, which in turn is negatively associated with the frequency of errors.

These results provide initial evidence for the role of authentic leadership in enhancing EMC and consequently, fostering error reduction in the workplace. The tested model suggests that the adoption of an authentic style can promote policies and practices to proactively manage errors, paving the way to error reduction in the workplace.

This study was one of the first to investigate the relationship between authentic leadership, error culture and errors. Further, it contributes to the existing literature by demonstrating both the importance of cultural orientation in protecting the organisation from error occurrence and the key role of authentic leaders in creating an environment for EMC development, thus permitting the organisation to learn from errors and reduce their negative consequences.

The purpose of this paper is to examine the impact of organizational culture on strategic planning and the role of leadership effectiveness in the association between organizational culture and strategic planning in Indian nonprofit organizations (NPOs).

Data were collected from 441 respondents using a structured questionnaire. Common method bias was addressed through the use of multiple surveys. Structural equation modeling was used to process the data.

Advice-seeking interactions, collaborative culture and an error management culture positively impacted the creation and conceptualization of strategic plans in Indian NPOs. An error aversion culture did not significantly impact the creation and conceptualization of strategic plans. Leadership effectiveness moderated the relationship between “advice-seeking interactions” and the “creation and conceptualization” of the strategic plan, a “collaborative culture” and the “creation and conceptualization” of the strategic plan and an “error management culture” and the “creation and conceptualization” of the strategic plan.

Strategic management literature on the determinants of the creation and conceptualization of strategic plans is scant. Further, it does not include the influence of cultural constructs such as advice-seeking interaction (ASI), collaborative culture (CC), error management culture (EMC), error aversion culture (EAC) on the creation and conceptualization of strategic plans. This study extends the debate on the culture–strategy nexus to help practitioners understand the importance of organizational culture (advice-seeking interaction, collaborative culture, error management culture, error aversion culture) in creating strategic plans.

The purpose of this study is threefold: first, to investigate the extent to which organizational error management culture impacts manager trust and group efficacy; second, to examine whether manager trust and group efficacy mediate the impact of error management culture on employee creativity; and third, to test whether manager trust and group efficacy mediate the impact of error management culture on employees’ organizational commitment.

Using a survey methodology, 345 front-line hotel employees in Turkey provided survey data. Amos 22.0 was used for data analysis.

Three major findings emerge. First, error management culture was found to have a significant positive influence on manager trust and group efficacy. Second, manager trust and group efficacy mediated the relationship between error management culture and employee creativity. Third, manager trust and group efficacy were found to mediate the relationship between error management culture and employees’ organizational commitment.

First, to promote employee creativity and their commitment to the organization, hotels need to cultivate an error management culture. Second, error management culture should be applied in hotels to build employee trust in their manager and boost their collective belief about group competency.

This is the first study that identified employee creativity and organizational commitment as outcomes of organizational error management culture. This is also the first study that examined the mediating effects of manager trust and group efficacy which helps in understanding the underlying mechanisms linking error management culture and employee attitudes. The current study provides significant contributions to understanding error management.

This study aims to examine the relation between error management culture and restaurant employee promotive and prohibitive voices. Drawing on socially desirable responding theory, the authors also propose a dual-mediation mechanism underlying the impact of error management culture on employee voice: psychological empowerment, as the agentic motive, and psychological safety, as the communal motive.

The authors recruited 223 participants working in 37 restaurants in China for the two-wave surveys with a one-week interval. The authors use a multilevel modeling paradigm to test the study hypotheses.

This research examines a multilevel model suggesting that error management culture can boost employee promotive voice and prohibitive voice via the mechanisms of psychological safety and empowerment. In addition, the results suggest that psychological empowerment (vs psychological safety) has a strong mediation effect between error management culture and promotive voice, but the authors find no difference in mediating effects between error management culture and prohibitive voice.

Restaurants can encourage employee voice by developing and maintaining an error management culture. Organizations can also consider motivating employees from both agentic and communal perspectives. Moreover, managers should focus more on empowering employees in areas characterized by Confucianism or collectivism.

The current research adds to the voice literature by identifying an organizational cultural antecedent of employee voice–error management culture. Agentic and communal motives are two motivational paths of employee voice. It also extends the social desirability theory by highlighting the role of the agentic motive in the Chinese restaurant context.

The purpose of this paper is to analyze the influence of organizational culture (OC) on a firm’s environmental performance (EP) via the mediating variable of environmental management control systems (EMCS).

Data were collected from 314 Pakistani manufacturing firms via the questionnaire survey, and the structural equation modeling was used to test the relationships.

The stable and flexible values of OC affect the effectiveness of formal and informal EMCS. Informal EMCS mediates the relationship between flexible values and EP, whereas formal EMCS mediates the stable values and EP. Overall, the data reveal that the integration of environmental culture within an organization’s culture and control systems leads to improve EP.

The study is one of the first, to the author’s knowledge, that links OC, EMCS, and EP in a developing economy, in this case Pakistan.

Purpose – The goal of the chapter is to propose a different approach to conducting strategic management research in emerging market countries (EMCs) by moving away from the current practice which ignores the fundamental differences in the infrastructural context and philosophical worldviews between EMCs and the industrialized countries of the West.

Design/methodology/approach – Most of the conceptual and theoretical foundations of strategic management are based on the Western, Anglo-Saxon context. In this chapter, we argue that the differences between developed nations and EMCs are paradigmatic and extend the whole gamut from epistemological to ontological and ideological differences. These differences are typically superficially treated by investigators whose research merits are judged by their quantitative rigor and other positivist yardsticks. We borrow from the work of (Guba & Lincoln, 1994) and suggest that the choice of the research design be matched with the goal and intended outcomes of the research. For example, exploratory research intended to uncover and understand the fundamental concepts from the EMC worldview should be matched with an emic approach and phenomenology and hermeneutics research methods. Confirmatory research intended to test the generalizability of the concepts should be matched with an etic approach, and multiple case studies, questionnaires, as the most appropriate research designs.

Findings – We believe that research designs that take these factors into account are likely to deliver results that are more robust and representative of the true realities in emerging market countries. Furthermore, the bias toward empirical and quantitative approaches was clearly delineated to further support the need for a more comprehensive approach in conducting research in the field of strategic management.

Originality/value – This chapter contributes to the ongoing discourse and conversations about conducting the research in strategic management more responsive and engaging with people in emerging market countries rather than dictating to them what they need to learn and know. A more enriched discourse will likely come out of such interactions which would strengthen the discipline due to the utilization of multiple approaches to conducting research in diverse environments.

The purpose of this paper is to respond to calls to research recognising impediments to innovation practice. The paper argues that decision-making preferences by risk-averse managers are a key impediment to the organisational support required for the commercialisation of new ideas, by exploring the relationship between forms of intellectual capital (IC) and innovation. As a result, categories are derived that contrast with the current grand theory that IC drives innovative practices.

The paper critically examines cross-sectional empirical data gathered through semi-structured interviews with 27 Australian executive managers from leading Australian companies and the public sector. These interviews elicited narratives about successful and unsuccessful innovations where interviewees had significant involvement in the outcome. In all, 54 narratives of innovation from executive managers – 27 successes and 27 failures, were analysed using the repertory grid technique to unearth patterns about the process of innovation, especially in relation to the stability of the business environment and the need for innovation.

The paper finds that successful innovation in a context identified as demonstrating risk-averse decision-making behaviours requires different management approaches, depending on whether the innovation is radical, evolutionary or incremental. The paper discovers 12 different factors contributing to innovation processes and identifies those that are more likely to contribute to the success of innovative endeavours. From this the current grand theory that IC drives innovative practices is challenged by developing an IC-based differentiation theory of innovation practice.

As always, the observations and conclusions reached are limited to the 27 interviews and the Australian context. Further, findings are based on the authors’ objective analysis. As with any qualitative study the authors also caution about generalising the findings, and as with any theory it should be used to develop insights into actions, rather than prescribing them.

For educators it highlights the need to teach students to critique innovation rather than accepting that all innovation is beneficial. For researchers it shows they must avoid success bias by investigating both successful and failed innovations, developing differentiation theories of innovation practice. The findings highlight how senior managers responsible for enabling and resourcing innovation need to develop skills for identifying the innovation type enabled, matching it to an appropriate strategic approach. Finally, for policy makers it shows how different forms of successful innovation require different approaches, and each can be encouraged, developed and enabled differently.

The paper is novel because it addresses the interaction and complexities of the different factors that enable successful innovation and possibly contribute to innovation failures, and the types of innovation relevant to each context. This approach is in contrast to the contemporary innovation literature, which tends to focus on successful radical innovation. As a result, the paper offers a more holistic view of the diverse and interrelated factors that impact innovation success and/or failure.

The global economy has witnessed an exponential increase in cross-border acquisitions (CBAs) by emerging market companies (EMCs), demanding a relook at their internationalization strategy. The purpose of the study is to investigate whether the announcement of CBAs by EMCs creates value for the equity-holders of acquiring firms and identify factors affecting the valuation of acquiring companies.

The paper investigates the announcement impact of CBAs of CNX Nifty 500 Indian and SSE 380 Chinese companies. The event study analysis of 553 Indian and 125 Chinese acquisitions supports the contention that CBAs are indeed a strategic choice of EMCs for value creation.

CBAs generate positive and statistically significant abnormal returns for shareholders of both Indian and Chinese acquirers. The markets, however, differ in terms of their motivations; country-level factors have been observed to exert significant influence on the returns of Indian acquirers. Indian companies experience larger value creation on acquiring firms established in developed, institutionally closer and/or economically distant markets. The findings support the asset-seeking motive of Indian companies.

The research work contributes to the evolving stream of CBAs literature with a focus on the globalization strategies of EMCs. The present study is a modest attempt to lay the foundation for a new theoretical framework (asset-seeking perspective) of overseas acquisitions from emerging economies. The existing studies on emerging economies have emphasized, in isolation, either Indian CBAs or international acquisitions by Chinese firms. Being so, the study is unique and original in the sense that it is a comparative study of India and China.

This paper elucidates the role of anger in error management (EM) and organizational learning behaviors. The study explores how anger can catalyze learning, emphasizing its strategic implications.

A double-layered moderated-mediated model was developed and tested using data from 744 Chinese CEOs. The psychometric properties of the survey instrument were rigorously examined through structural equation modeling, and hypotheses were tested using Hayes's PROCESS macros.

The findings reveal that anger is a precursor for recognizing the value of significant errors, leading to a positive association with learning behavior among top management team members. Additionally, the study uncovers a triple interaction effect of anger, EM culture and supply chain disruptions on the value of learning from errors. Extensive experience and positive grieving strengthen the relationship between recognizing value from errors and learning behavior.

This study uniquely integrates affect-cognitive theory and organizational learning theory, examining anger in EM and learning. The authors provide empirical evidence that anger can drive error value recognition and learning. The authors incorporate a more fine-grained approach to leadership when including executive anger as a trigger to learning behavior. Factors like experience and positive grieving are explored, deepening the understanding of emotions in learning. The authors consider both negative and positive emotions to contribute to the complexity of organizational learning.