A constructive error management culture promotes innovation and corporate social responsibility: A multi-level analysis in 10 countries

Philipp Kruse, Jürgen Wegge
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Abstract

In the face of grand challenges like global warming or social inequality, firms are increasingly expected to make a positive contribution to society. As a result, they are looking for ways to fuse their own and common good interests, for example, by employing so-called Common Good HRM practices. These practices like the promotion of a constructive error management culture (EMC) aim to support an environment that facilitates positive societal and ecological change by enabling firm leaders and employees to contribute to global progress. Yet, to date empirical evidence for proposed positive effects is scarce and the embeddedness of employees in different teams and national cultures is largely neglected in prior research. The current study accounts for these shortcomings by investigating the effects of a constructive EMC as a Common Good HRM practice on employee innovativeness and internal corporate social responsibility (CSR) based on a sample of 82,927 employees working in 9253 teams in a large telecommunication company with subsidiaries in 10 different countries. Applying a comprehensive multi-level design, we find that (i) a constructive EMC has a positive impact on employee innovativeness and internal CSR and (ii) that team member diversity regarding gender, age, and tenure and cultural values affect EMC. Particularly, our analyses uncover that EMC effects differ depending on the kind of diversity and reveal a complex interplay of team composition and cultural values. Despite notable limitations like the examination of only one single organization, our work underpins the theoretically proposed benefits of applying Common Good HRM practices and highlights the need to take both team and cultural influences into account.
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建设性的错误管理文化促进创新和企业社会责任:10 个国家的多层次分析
面对全球变暖或社会不平等等严峻挑战,人们越来越期待企业为社会做出积极贡献。因此,企业正在寻找将自身利益与共同利益相结合的方法,例如采用所谓的共同利益人力资源管理实践。这些做法,如促进建设性错误管理文化(EMC),旨在通过使企业领导者和员工为全球进步做出贡献,营造一种有利于社会和生态发生积极变化的环境。然而,迄今为止,关于所提议的积极效果的实证证据还很少,而且在以往的研究中,员工在不同团队和国家文化中的嵌入性在很大程度上被忽视了。本研究弥补了这些不足,以一家在 10 个不同国家设有子公司的大型电信公司的 9253 个团队中的 82927 名员工为样本,调查了建设性的 EMC 作为共同利益人力资源管理实践对员工创新能力和企业内部社会责任(CSR)的影响。通过多层次的综合设计,我们发现:(i) 建设性的 EMC 对员工创新能力和内部企业社会责任有积极影响;(ii) 团队成员在性别、年龄、任期和文化价值观方面的多样性会影响 EMC。特别是,我们的分析发现,EMC 的影响因多样性的种类而异,并揭示了团队构成和文化价值观之间复杂的相互作用。尽管我们的研究存在明显的局限性,比如只研究了一个组织,但我们的工作证明了理论上提出的应用 "共同利益 "人力资源管理实践的益处,并强调了同时考虑团队和文化影响的必要性。
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