Perceived error criticality and organizational learning: an empirical investigation

Abstract

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.

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