ABSTRACT

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.

摘要

一些研究检查了新产品开发 (NPD) 团队环境中的错误管理文化 (EMC)。本研究调查了在项目任务复杂性的边界条件下，EMC 对 NPD 项目的过程成果（例如团队学习（TL）和团队创造力（TC））和项目绩效（例如新产品财务绩效-NPFP）的作用。例如例程和现有的任务知识）。通过研究 179 个 NPD 项目，我们发现错误识别、心理安全和团队奖励态度 (TRA) 为 NPD 团队创造了有效的 EMC。我们还发现，有效的 EMC 对 TL 和 TC 以及 NPFP 产生积极影响。最后，我们展示了任务复杂性的常规方面调节了 EMC 和 TL 之间的关系。相比之下，