The way and behavior of entrepreneurs to recognize, treat, and prevent errors affect their innovative activities, and the management of errors has been neglected in the existing entrepreneurial research. However, there are few studies on EMC in entrepreneurship and how EMC affects entrepreneurs’ attitude and response to errors remains further understanding. The study of error management first emerged in the aviation and medical industries, which are sensitive to error at the end of the 20th century ( Finkelstein et al., 1997), further developed into organizational behavior because of its significant role in predicting employee behavior and performance ( Frese and Keith, 2015 Wang et al., 2020). Once error occurs, employees will cover up the error to maintain their self-esteem and reduce organizational punishment ( van Dyck, 2009). An organization with a climate of error aversion has a low tolerance for errors, leading entrepreneurs to try to avoid errors and tend to behave conservatively in the workplace ( Fruhen and Keith, 2014). On the contrary, the emotion-oriented error aversion climate is negative error climate. Companies advocating EMC tolerates errors and emphasizes their learning function, making employees regard errors as part of their work and pay more attention on possible implementation paths or methods to deal with errors ( Zhang and Song, 2020). Action-oriented error management climate (EMC) belongs to positive error culture, and EMC aims to control the adverse effects of errors and promote their positive effects. Increasing corporations take errors as part of climate management, and how they perceive errors will affect reaction to errors ( Rupert et al., 2019).Īccording to how the organization deals with errors and their consequences after they occur, error climate is divided into positive and negative error climates ( van Dyck et al., 2005). Literature on innovations implies that errors can be part of developing innovation and bringing it to the market ( Hsu et al., 2015). Errors in the entrepreneurship process bring a range of negative consequences, but can also be excellent opportunities for organizational learning and innovation ( Headd, 2003).
Researchers advocate a systematic review of success and focus more on the information conveyed by the error experience ( Yamakawa and Cardon, 2014).
Causes of errors may include fatigue, fear, limited cognition, incomplete information, and flawed decision-making ( Fruhen and Keith, 2014). With the increasing dynamics and uncertainty of the entrepreneurial environment, entrepreneurs face more difficulties in the entrepreneurship, and errors are never utterly avoidable because of the limitations and imperfections in the practice ( Khelil, 2016). This study complements the entrepreneurship literature with its focus on error management climate as an essential antecedent of entrepreneurial self-efficacy, and promotes an understanding of how Chinese practitioners promote innovative behavior from a cultural perspective. Two hundred ninety samples of Chinese entrepreneurs are empirically analyzed in this study, and results show that: (1) error management climate and entrepreneurial self-efficacy have significant positive effects on entrepreneurs’ innovation behavior (2) entrepreneurial self-efficacy mediates the relationship between error management climate and innovation behavior and (3) Zhongyong thinking plays moderating roles in the process of error management climate influencing innovation behavior. In the context of Chinese culture, this study explores the influence of error management climate on entrepreneurial self-efficacy and innovation behavior under the boundary condition of Zhongyong thinking. Maintaining and improving the psychological capital of entrepreneurs under errors is not only the psychological activities of entrepreneurs themselves but also a critical management process in which an organization can influence the psychological factors and behaviors of entrepreneurs through error management climate. The error management and the error climate perceived by the members are crucial to the subsequent innovation behaviors. 2School of Management, Nanjing University of Posts and Telecommunications, Nanjing, ChinaĮrrors are inevitable in an increasingly risky and dynamic entrepreneurial environment.1School of Management, Nanjing University, Nanjing, China.Yuting Chen 1 Jiangru Wei 2* Jing Zhang 2 Xue Li 2
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