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This paper examines the implications of work context for learning from errors in organizations. Prior research has shown that attitudes and behaviors related to error vary between groups within organizations, but has not investigated or theorized the ways in which differences in task and context influence how organizational groups best learn from error. Using process uncertainty and actor interdependence as key differentiating factors, they identify four situational domains in which errors in organizations occur: task execution, judgment, interpersonal coordination, and system interactions.
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