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Strategic Error Management


Special issue call for papers from The Learning Organization

“Strategic Error Management: Implication for learning”

 

Guest Editors:

Assoc. Prof. Peter Martelli, Sawyer Business School, Suffolk University. Contact: [email protected]
Assoc. Prof. Nhien Nguyen, Nordland Research Institute & Norwegian University of Science and Technology. Contact: [email protected]
Prof. Paul Verdin, Solvay Brussels School of Economics & Management, Baillet Latour Chair on Strategic Error Management. Contact: [email protected]

Call for Papers

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.
All submitted papers should follow TLO's author guidelines, which can be found here.

Deadlines


The submission deadline for full papers is 30 October 2019. The Special Issue is scheduled to appear in The Learning Organization journal (Emerald) in 2021.

References

Dahlin, K. B., Chuang, Y.-T., & Roulet, T. J. (2018). Opportunity, Motivation, and Ability to Learn from Failures and Errors: Review, Synthesis, and Ways to Move Forward. Academy of Management Annals, 12(1), 252–277. https://doi.org/10.5465/annals.2016.0049
Frese, M., & Keith, N. (2015). Action Errors, Error Management, and Learning in Organizations. Annual Review of Psychology, 66(1), 661–687. https://doi.org/10.1146/annurev-psych-010814-015205
Goodman, P. S., Ramanujam, R., Carroll, J. S., Edmondson, A. C., Hofmann, D. A., & Sutcliffe, K. M. (2011). Organizational errors: Directions for future research. Research in Organizational Behavior, 31, 151–176. https://doi.org/10.1016/j.riob.2011.09.003
Hofmann, D. A., & Frese, M. (2011). Errors in Organizations. New York: Siop Organizational Frontiers Series.
Lei, Z., Naveh, E., & Novikov, Z. (2016). Errors in Organizations: An Integrative Review via Level of Analysis, Temporal Dynamism, and Priority Lenses. Journal of Management, 42(5), 1315–1343.