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Learning from error: The influence of error incident characteristics

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  • Homsma, Gert J.
  • Van Dyck, Cathy
  • De Gilder, Dick
  • Koopman, Paul L.
  • Elfring, Tom

Abstract

This study investigates the influence of error incident characteristics on organizational learning among operators in the chemical process industry. The study asks operators to describe recently occurred error incidents at time 0 (n = 87), followed up by measurements for learning 6 weeks later (n = 48). Organizations learn more from error incidents with more severe consequences. Severity of consequences relates positively to learning. When consequences are more severe, communication about an error is higher. Communication is subsequently related to learning. Error incidents without imminent negative consequences, however, can also be a platform for learning. This research recommends attention towards the promotion of learning from conditions that do not necessarily encourage employees to learn.

Suggested Citation

  • Homsma, Gert J. & Van Dyck, Cathy & De Gilder, Dick & Koopman, Paul L. & Elfring, Tom, 2009. "Learning from error: The influence of error incident characteristics," Journal of Business Research, Elsevier, vol. 62(1), pages 115-122, January.
    • Handle: RePEc:eee:jbrese:v:62:y:2009:i:1:p:115-122
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    References listed on IDEAS

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    1. John S. Carroll, 1998. "Organizational Learning Activities in High‐hazard Industries: The Logics Underlying Self‐Analysis," Journal of Management Studies, Wiley Blackwell, vol. 35(6), pages 699-717, November.
    2. William H Starbuck & Philippe Baumard, 2005. "Learning From Failures: Why It May Not Happen," Post-Print hal-03228735, HAL.
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    2. Yun Tang & Ying Wang, 2022. "Learning from Neighbors: The Spatial Spillover Effect of Crisis Learning on Local Government," Sustainability, MDPI, vol. 14(13), pages 1-20, June.
    3. Ulfert Gronewold & Anna Gold & Steven Salterio, 2013. "Reporting Self-Made Errors: The Impact of Organizational Error-Management Climate and Error Type," Journal of Business Ethics, Springer, vol. 117(1), pages 189-208, September.
    4. Kaili Zhang & Bin Zhao & Kui Yin, 2024. "When Leaders Acknowledge Their Own Errors, Will Employees Follow Suit? A Social Learning Perspective," Journal of Business Ethics, Springer, vol. 189(2), pages 403-421, January.
    5. Marco Haid & Sabine Graschitz & Peter Heimerl, 2019. "Error Reports in the Light of Error Management Climate, Task Complexity and Personnel Composition," International Journal of Business and Economic Sciences Applied Research (IJBESAR), International Hellenic University (IHU), Kavala Campus, Greece (formerly Eastern Macedonia and Thrace Institute of Technology - EMaTTech), vol. 12(3), pages 14-23, December.
    6. Hiroki Onuma & Kong Joo Shin & Shunsuke Managi, 2017. "Reduction of future disaster damages by learning from disaster experiences," Natural Hazards: Journal of the International Society for the Prevention and Mitigation of Natural Hazards, Springer;International Society for the Prevention and Mitigation of Natural Hazards, vol. 87(3), pages 1435-1452, July.
    7. Chen, Liangyong & Liu, Yu & Hu, Sanman & Zhang, Sai, 2022. "Perception of organizational politics and innovative behavior in the workplace: The roles of knowledge-sharing hostility and mindfulness," Journal of Business Research, Elsevier, vol. 145(C), pages 268-276.
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    9. Joyce Rupert & Astrid C. Homan & Karen A. Jehn & Robert Jan Blomme, 2019. "Diversity Composition and Team Learning: The Moderating Role of Error Culture," Group Decision and Negotiation, Springer, vol. 28(4), pages 695-722, August.
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