Error management in new product development teams

A few studies have examined error management culture (EMC) in the new product development (NPD) team context. This study investigates the role of EMC on the process outcomes (e.g. team learning (TL) and team creativity (TC)) and project performance (e.g. new product financial performance-NPFP) of NP...

Full description

Saved in:
Bibliographic Details
Published inTechnology analysis & strategic management Vol. 34; no. 10; pp. 1202 - 1214
Main Authors Akgün, Ali E., Keskin, Halit, Gölgeci, Ismail, Özerden, Selin S.
Format Journal Article
LanguageEnglish
Published Abingdon Routledge 03.10.2022
Taylor & Francis Ltd
Subjects
Boundary conditions
Creativity
Error analysis
Error management culture
Financial performance
Learning
new product development
Product development
project performance
Psychological safety
Task complexity
team creativity
team learning
Teams
Online AccessGet full text

Cover

More Information
Summary:A few studies have examined error management culture (EMC) in the new product development (NPD) team context. This study investigates the role of EMC on the process outcomes (e.g. team learning (TL) and team creativity (TC)) and project performance (e.g. new product financial performance-NPFP) of NPD projects within the boundary condition of projects' task complexities (e.g. routines and existing knowledge of tasks). By studying 179 NPD projects, we found that error recognition, psychological safety, and team reward attitude (TRA) create an effective EMC for NPD teams. We also revealed that effective EMC positively impacts TL and TC, and NPFP. Finally, we showed that the routine aspect of task complexity moderates the relationship between EMC and TL. In contrast, the existing knowledge aspect of task complexity does not moderate the relationships between EMC and process and project outcomes.
ISSN:0953-7325
1465-3990
DOI:10.1080/09537325.2021.1950674