Dear Colleagues,
The Learning Organization is soliciting submissions for an upcoming special issue on "Strategic Error Management: Implications for Learning".
Given our datasets and research interests, I suspect that there are many opportunities for HCM members to explore this space. We would like to encourage you to submit manuscripts that address the strategic or executive issues of managing organizational errors, including but not limited to macro- and micro-level insights on leadership, culture, and governance as they relate to organizational learning.
Please find further details in the call for papers or contact one of us with any questions.
Best,
Peter Martelli - pmartelli@suffolk.edu
Nhien Nguyen - nhien.nguyen@nforsk.no
Paul Verdin - paul.verdin@ulb.ac.be
Call for Papers: https://www.emeraldgrouppublishing.com/products/journals/call_for_papers.htm?id=7945
Error management refers to actions "directed at effectively dealing with errors after they have occurred, with the goal of minimizing negative and maximizing positive error consequences" (Frese & Keith, 2015: 661). Organizational errors - defined as unintended and potentially avoidable deviations from organizationally-specified goals and norms (Frese & Keith, 2015; Hofmann & Frese, 2011; Lei, Naveh, & Novikov, 2016) - and error management draw increasing interest from scholars (Lei et al., 2016).
Recent studies have refined definitions and shown the pervasiveness of organizational errors, their antecedents in cognitive psychology, and their impact on organizational performance (Frese & Keith, 2015; Goodman et al., 2011; Lei et al., 2016). Studies show how error management strategies and practices can intercept errors (Hofmann & Frese, 2011) so that organizational members and stakeholders not only can reduce the damage incurred, but also may find new opportunities for learning and value creation (Dahlin, Chuang, & Roulet, 2018).
This special issue aims to bridge research on organizational errors and error management specifically from a strategic perspective i.e. with a special focus on analysing and managing the impact of errors in strategy and on strategy. In particular, submissions to this special issue should focus on the role of senior executives, CEOs and Boards in managing and intercepting potential failures from organisational errors, and its relationship to the strategic imperative of innovating and risk-taking for value creation.
------------------------------
Peter Martelli
Associate Professor
Suffolk University
Boston MA
(617) 305-1939
------------------------------