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Is “Do it right the first time” necessarily right?: The importance of error management culture in the hospitality industry

Title	Is “Do it right the first time” necessarily right?: The importance of error management culture in the hospitality industry
Author	Wang, X., Guchait, P., Madera, J. M., Paşamehmetoğlu, Ayşın
Publication Date:	2018
Publication Place	- Emerald Group Publishing
Subject	Creativity, Organizational commitment, Trust, Error management culture, Group efficacy
Type	Periodical
Language	English
Digital	Yes
Manuscript	No
Library:	Özyeğin University
Library Asset ID	0959-6119
Record ID	75d5e295-a684-4ce1-a0e0-a61b50a1bebc
Library Location	Hotel Management
Date	2018
Sample Text	Purpose: The purpose of this study is threefold: first, to investigate the extent to which organizational error management culture impacts manager trust and group efficacy; second, to examine whether manager trust and group efficacy mediate the impact of error management culture on employee creativity; and third, to test whether manager trust and group efficacy mediate the impact of error management culture on employees’ organizational commitment. Design/methodology/approach: Using a survey methodology, 345 front-line hotel employees in Turkey provided survey data. Amos 22.0 was used for data analysis. Findings: Three major findings emerge. First, error management culture was found to have a significant positive influence on manager trust and group efficacy. Second, manager trust and group efficacy mediated the relationship between error management culture and employee creativity. Third, manager trust and group efficacy were found to mediate the relationship between error management culture and employees’ organizational commitment. Practical implications: First, to promote employee creativity and their commitment to the organization, hotels need to cultivate an error management culture. Second, error management culture should be applied in hotels to build employee trust in their manager and boost their collective belief about group competency. Originality/value: This is the first study that identified employee creativity and organizational commitment as outcomes of organizational error management culture. This is also the first study that examined the mediating effects of manager trust and group efficacy which helps in understanding the underlying mechanisms linking error management culture and employee attitudes. The current study provides significant contributions to understanding error management.
DOI	10.1108/IJCHM-01-2017-0038
Cilt	30

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Özyeğin University

Is “Do it right the first time” necessarily right?: The importance of error management culture in the hospitality industry

Author Wang, X., Guchait, P., Madera, J. M., Paşamehmetoğlu, Ayşın

Publication Date 2018

Publication Place - Emerald Group Publishing

Subject Creativity, Organizational commitment, Trust, Error management culture, Group efficacy

Type Periodical

Language English

Digital Yes

Manuscript No

Library Özyeğin University

Library Asset ID 0959-6119

Record ID 75d5e295-a684-4ce1-a0e0-a61b50a1bebc

Library Location Hotel Management

Date 2018

Sample Text Purpose: The purpose of this study is threefold: first, to investigate the extent to which organizational error management culture impacts manager trust and group efficacy; second, to examine whether manager trust and group efficacy mediate the impact of error management culture on employee creativity; and third, to test whether manager trust and group efficacy mediate the impact of error management culture on employees’ organizational commitment. Design/methodology/approach: Using a survey methodology, 345 front-line hotel employees in Turkey provided survey data. Amos 22.0 was used for data analysis. Findings: Three major findings emerge. First, error management culture was found to have a significant positive influence on manager trust and group efficacy. Second, manager trust and group efficacy mediated the relationship between error management culture and employee creativity. Third, manager trust and group efficacy were found to mediate the relationship between error management culture and employees’ organizational commitment. Practical implications: First, to promote employee creativity and their commitment to the organization, hotels need to cultivate an error management culture. Second, error management culture should be applied in hotels to build employee trust in their manager and boost their collective belief about group competency. Originality/value: This is the first study that identified employee creativity and organizational commitment as outcomes of organizational error management culture. This is also the first study that examined the mediating effects of manager trust and group efficacy which helps in understanding the underlying mechanisms linking error management culture and employee attitudes. The current study provides significant contributions to understanding error management.

DOI 10.1108/IJCHM-01-2017-0038

Cilt 30