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Perceived error criticality and organizational learning: an empirical investigation
Author(s) -
Ellis Shmuel,
Caridi Odellia,
Lipshitz Raanan,
Popper Micha
Publication year - 1999
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/(sici)1099-1441(199909)6:3<166::aid-kpm65>3.0.co;2-s
Subject(s) - operationalization , criticality , transparency (behavior) , computer science , face (sociological concept) , psychology , sociology , computer security , epistemology , physics , social science , philosophy , nuclear physics
This study examined the effect of error criticality on the likelihood of the development of a learning organizational culture. Four types of organizations differing in error criticality (the severity of the costs of potential error) were compared in terms of the intensity of learning culture, operationalized as shared values of issue orientation, valid information, transparency, and accountability. Consistent with the study's hypothesis, these shared values were stronger among air traffic controllers and high‐tech workers (who face high error criticality) than among psychiatrists and teachers (who face low error criticality). Directions for future research are discussed. Copyright © 1999 John Wiley & Sons, Ltd and Cornwallis Emmanuel Ltd.