Show simple item record

dc.contributor.authorWang, X.
dc.contributor.authorGuchait, P.
dc.contributor.authorMadera, J. M.
dc.contributor.authorPaşamehmetoğlu, Ayşın
dc.date.accessioned2018-09-25T12:26:36Z
dc.date.available2018-09-25T12:26:36Z
dc.date.issued2018
dc.identifier.issn0959-6119en_US
dc.identifier.urihttp://hdl.handle.net/10679/5973
dc.identifier.urihttps://www.emeraldinsight.com/doi/full/10.1108/IJCHM-01-2017-0038
dc.description.abstractPurpose: 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.en_US
dc.language.isoengen_US
dc.publisherEmerald Group Publishingen_US
dc.relation.ispartofInternational Journal of Contemporary Hospitality Management
dc.rightsrestrictedAccess
dc.titleIs “Do it right the first time” necessarily right?: The importance of error management culture in the hospitality industryen_US
dc.typeArticleen_US
dc.peerreviewedyesen_US
dc.publicationstatusPublisheden_US
dc.contributor.departmentÖzyeğin University
dc.contributor.authorID(ORCID 0000-0001-5852-4921 & YÖK ID 124918) Paşamehmetoğlu, Ayşın
dc.contributor.ozuauthorPaşamehmetoğlu, Ayşın
dc.identifier.volume30en_US
dc.identifier.issue3en_US
dc.identifier.startpage1398en_US
dc.identifier.startpagehttps://www.emeraldinsight.com/doi/full/10.1108/IJCHM-01-2017-0038
dc.identifier.endpage1418en_US
dc.identifier.wosWOS:000431030300009
dc.identifier.doi10.1108/IJCHM-01-2017-0038en_US
dc.subject.keywordsCreativityen_US
dc.subject.keywordsOrganizational commitmenten_US
dc.subject.keywordsTrusten_US
dc.subject.keywordsError management cultureen_US
dc.subject.keywordsGroup efficacyen_US
dc.identifier.scopusSCOPUS:2-s2.0-85046070747
dc.contributor.authorFemale1
dc.relation.publicationcategoryArticle - International Refereed Journal - Institution Academic Staff


Files in this item

FilesSizeFormatView

There are no files associated with this item.

This item appears in the following Collection(s)

Show simple item record


Share this page