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Errors are inevitable, resulting from the human condition itself, system failures and the interaction of both. It is essential to know how to deal with their occurrence, managing them. However, the negative tone associated with them makes it difficult for most organizations to talk about mistakes clearly and transparently, for fear of being harmed, preventing their detection, treatment and recovery. Consequently, errors are not managed, remaining accumulated in the system, turning into successive failures. Organizations need to recognize the inevitability of errors, making the system robust, through leadership and an organizational culture of error management. This study aims to understand the role of these influencing variables in an error management approach.

In this paper, the authors applied the methodology of a quantitative nature based on a questionnaire survey that analyses error management, leadership and the organizational culture of error management of 380 workers in Portuguese companies.

The results demonstrate that leadership directly influences error management and indirectly through the organizational culture of error management, giving this last variable a mediating role.

The study covers companies from different sectors of activity on a topic that is little explored in Portugal, but part of the daily life of organizations, which should deserve greater attention from directors and managers, as they assume a privileged position to promote and develop error management mechanisms. Error management must be the daily work of leaders. This study contributes to theoretical knowledge and business practice on error management.

The purpose of this paper is to amend and extend the emerging research that has utilized an employee-focused approach to examining the service recovery process. In doing so, the authors examine the influences of supervisor and coworker support for error management on two measures of employee service performance: service recovery performance and helping behaviors during service failure and recoveries. Specifically, this study examines the linear and non-linear interaction effects of supervisor and coworker support for error management on the outcome variables.

To examine the proposed relationships, the authors conducted a field study that utilized survey data from a sample of 243 restaurant employees and their immediate supervisors. Employee ratings of supervisor and coworker support for error management were matched with the data gathered for the two dependent variables (i.e. supervisory ratings of service recovery performance and helping behaviors). Structural equation modeling was used to examine the linear interaction effects on the outcome variables. To examine the non-linear interaction effects on the outcome variables the authors utilized polynomial regression and response surface modeling.

The results showed that the interaction effects of supervisor and coworker support for error management was significantly positively related to both service recovery performance and helping behaviors. In addition, an alternative analysis of the shape of the interaction effects using polynomial regression and response surface modeling showed that the moderating effects may be better conceptualized as non-linear.

These findings offer new insights about the roles and impact of various forms of support in the service recovery process. First, the current study focuses specifically on supervisor and coworker support for error management and the impact on employees’ service recovery performance and helping behaviors. Second, this research investigates the interaction effects of these two forms of support on service recovery performance and helping behaviors. Third, along with linear interaction effects, the current work examines non-linear interaction effects. These relationships examined in this study have not been tested before. Thus, the findings of this research make a unique contribution to research in service management. The findings of this study provide more prescriptive insights about the means to prevent and respond effectively to service errors.

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 main goal of the current research was to investigate whether and how leaders in health care organizations can stimulate incident reporting and error management by “walking the safety talk” (enacted priority of safety).

Open interviews (N=26) and a cross-sectional questionnaire (N=183) were conducted at the Rotterdam Eye Hospital (REH) in The Netherlands.

As hypothesized, leaders’ enacted priority of safety was positively related to incident reporting and error management, and the relation between leaders’ enacted priority of safety and error management was mediated by incident reporting. The interviews yielded rich data on (near) incidents, the leaders’ role in (non)reporting, and error management, grounding quantitative findings in concrete case descriptions.

We support previous theorizing by providing empirical evidence showing that (1) enacted priority of safety has a stronger relationship with incident reporting than espoused priority of safety and (2) the previously implied positive link between incident reporting and error management indeed exists. Moreover, our findings extend our understanding of behavioral integrity for safety and the mechanisms through which it operates in medical settings.

Our findings indicate that for the promotion of incident reporting and error management, active reinforcement of priority of safety by leaders is crucial.

Social sciences researchers, health care researchers and health care practitioners can utilize the findings of the current paper in order to help leaders create health care systems characterized by higher incident reporting and more constructive error handling.

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 develops a cross-level moderated mediating model based on expectation-value theory to extend the knowledge on how and when organizational culture motivates employee radical creativity.

Based on longitudinal, multisource data for 584 R&D employees in 73 organizations, the research hypotheses were tested by a multilevel analysis using hierarchical linear model.

The results showed that error management culture had a positive effect on employees' psychological safety and radical creativity; psychological safety mediated the effect of error management culture on employee radical creativity. Further, moderated path analysis revealed that employees' promotion focus moderated the positive effect of psychological safety on employee radical creativity and thus strengthened the indirect effect of error management culture on employee radical creativity via psychological safety.

Literature on how organizational culture motivates workplace creativity pays little attention to employees' radical creativity. This study fills this gap by empirically examining the role of error management culture as a critical organizational culture that secures employee radical creativity. It also provides a novel mechanism, i.e., an expectancy-value mechanism to explain the link between organizational context and radical creativity by elucidating the underlying psychological process whereby error management culture drives employee radical creativity and identifying the pivotal moderating role of employees' regulatory focus in the function of error management culture.

Conventional “wisdom” in construction has placed emphasis on error prevention and is often aligned with the concept of “Zero Vision”; improvements to safety and quality have been minimal. An alternative approach is needed to ensure significant improvements in safety and quality; thus, this paper aims to introduce the concept of error management.

The paper reviews the extant literature and draws upon the phenomenological research and observations experienced by the authors.

It is promulgated that if quality and safety performance within projects is to improve, then construction organisations and their management need to openly acknowledge their presence so that “learning from errors” can form an integral part of an organisation’s fabric. This will require the institutionalisation of error reporting and an organisational (shared) responsibility for their occurrence.

The concept of error management has not been addressed previously in the construction literature. The authors introduce the concept and provide implications for management. The observations and experiences presented in this paper provide an initial starting point for future research to explore “how” construction organisations and projects can avoid the negative error consequences and learn to prevent them in the future.

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.

This paper investigates whether error management orientation (EMO) of hospitality employees influence their service recovery performance (SRP) through self-efficacy.

In Study 1, data was collected from 161 hotel managers in the USA. In Study 2, data was collected from 215 restaurant employees in Turkey. Partial least squares (PLS) method using SmartPLS 3.3.3 was used for data analysis.

The results indicated that EMO of hospitality employees increases their self-efficacy beliefs which in turn enhance their SRP. The findings were consistent in both studies.

Hospitality organizations should consider assessing EMO of individuals when making selection decisions. These organizations should also consider providing error management training to employees to develop their EMO, improve error management skills and performance.

To the best of the author’s knowledge, this is the first study that focuses on EMO of hospitality managers and employees. Error orientation refers to how individuals cope with and how they think about errors at work. Errors are part of our work lives, and a positive orientation toward errors (i.e. EMO) can have a significant impact on individuals’ work attitudes, behaviors and performances. This is the first study that examines EMO as an important predictor of SRP. This study also makes a contribution by studying the mediating effect of self-efficacy to understand the underlying mechanism that links EMO with SRP.

Errors occur everywhere and research into inaccuracy has become an important area of study. Managers make errors, and the effects include poor safety, reduced quality, increased cost and decreased profit. Despite this, management errors have received almost no study. The present paper contains a review of the definition and causes of human errors, and discusses the applicability of these factors to managers and the effect of time pressure on decision making. The concept of management errors is proposed and a network‐based project model is developed. This approach is used to simulate the occurrence of activity‐based errors, and to determine the influence of pressure on management and the effects of inaccuracies on the project duration.