TY - GEN
T1 - Perceived distance as a reflection of an organizational culture of learning from failure
AU - Nakamura, J.
AU - Nagayoshi, S.
N1 - Funding Information:
This study was supported by a grant from the Japan Society for the Promotion of Science (JSPS KAKENHI Grant Number 15K00319, and 17K03872). We thank all members of Sangikyo Corporation in Japan for their participation in answering the questionnaire. In particular, we thank Mr. Yasukazu Sengoku, the President of the Company, and Mr. Masashi Tokunaga, a Director of Sangikyo Corporation, for their detailed comments, advice, and support.
PY - 2018/2/9
Y1 - 2018/2/9
N2 - In collaboration with the Sangikyo Corporation, the present authors investigated the manner in which an organizational policy of learning from failure can be effective in a working system. Sangikyo employees completed a web-based questionnaire assessing how perceived distance, which was used to analyze the cognitive behaviors of employees in the working system, contributes to Self-reflection. In terms of the Self-reflection cluster in the plot analysis, we found that employees made continuous efforts to accumulate experience in the extant field of operation, which involved the company's current organizational culture, rather than taking on challenges to develop new business. Thus, the organizational culture makes experience a core value in cases where learning from failure is working well. Additionally, the further development of the working system is discussed to address outstanding issues.
AB - In collaboration with the Sangikyo Corporation, the present authors investigated the manner in which an organizational policy of learning from failure can be effective in a working system. Sangikyo employees completed a web-based questionnaire assessing how perceived distance, which was used to analyze the cognitive behaviors of employees in the working system, contributes to Self-reflection. In terms of the Self-reflection cluster in the plot analysis, we found that employees made continuous efforts to accumulate experience in the extant field of operation, which involved the company's current organizational culture, rather than taking on challenges to develop new business. Thus, the organizational culture makes experience a core value in cases where learning from failure is working well. Additionally, the further development of the working system is discussed to address outstanding issues.
KW - Learning
KW - archetype
KW - distance
KW - failure
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U2 - 10.1109/IEEM.2017.8289874
DO - 10.1109/IEEM.2017.8289874
M3 - Conference contribution
AN - SCOPUS:85045279432
T3 - IEEE International Conference on Industrial Engineering and Engineering Management
SP - 171
EP - 175
BT - 2017 IEEE International Conference on Industrial Engineering and Engineering Management, IEEM 2017
PB - IEEE Computer Society
T2 - 2017 IEEE International Conference on Industrial Engineering and Engineering Management, IEEM 2017
Y2 - 10 December 2017 through 13 December 2017
ER -