Effective error management (ERM) influences firm performance, making ERM an important part of organizational life. Previous research highlights conditions argued to be prerequisites for an effective ERM, but fails to provide practical suggestions on how to achieve these conditions. The way in which errors are managed can make or break an organization. The traditional organization is being challenged by innovative organizational models such as the self-managing organization (SMO) design, we thus need to understand ERM from a collective leadership perspective. Through a qualitative multi-case study we explore what practices SMOs can use to create an effective ERM culture. We identify numerous practices that challenge and facilitate the conditions needed for an effective ERM. Furthermore, our study expands on ERM theory by suggesting two new conditions influencing the ERM culture: the valuation of openness influencing detection, without psychological safety as a mediating condition, and an organization’s pricing model determining the possibility of learning from errors. We conclude that the self-managing structure, per say, affects ERM. While an incomplete development of self-management may inhibit ERM, due to power imbalances, a high-functioning SMO facilitates learning from errors and the creation of an effective ERM culture.
| Identifer | oai:union.ndltd.org:UPSALLA1/oai:DiVA.org:uu-533912 |
| Date | January 2024 |
| Creators | Öberg, Joanna, Macao, Nicola |
| Publisher | Uppsala universitet, Företagsekonomiska institutionen |
| Source Sets | DiVA Archive at Upsalla University |
| Language | English |
| Detected Language | English |
| Type | Student thesis, info:eu-repo/semantics/bachelorThesis, text |
| Format | application/pdf |
| Rights | info:eu-repo/semantics/openAccess |
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