From Insights to Action: Understanding and Mitigating Organizational Errors

Organizational errors are a commonly encountered phenomenon. This thesis examines this issue in depth, investigating the various causes of errors within organizations and exploring strategies to mitigate them. Although the existing literature on organizational errors offers valuable insights, there remains scope to further advance this knowledge, particularly. Accordingly, the three papers comprising this dissertation seek to contribute to and expand upon this body of research and offer new perspectives and solutions.
The first paper examines the persistence of organizational errors despite mitigation efforts. The findings indicate that challenges in converting data into information interfere with the opportunity, motivation, and ability to learn from errors, thus perpetuating their persistence. This study aims to emphasize the pivotal yet undervalued role of organizational data in error learning and prevention. The second paper examines the organizational factors influencing the prevalence and mitigation of errors. Specifically, it highlights how organizational factors related to knowledge sharing, cross-functional understanding, and knowledge gaps impact error costs. Further analysis reveals that cognitive and physical distance exacerbate these factors, thereby constraining error resolution and leading to recurrence. Consequently, the study emphasizes the importance of informal knowledge sharing and fostering a shared mindset to effectively mitigate errors. The third paper outlines a methodology for prioritizing digital twin applications in complex industrial settings. The approach begins by documenting relevant business requirements, existing processes, and key challenges. Next, it employs an opportunity scoring system to identify areas where digital twins may yield potential benefits. To refine the portfolio of candidate applications, the feasibility of implementing digital twins is quantified by evaluating factors such as technological readiness, organizational capacity, and project risk. Thus, this paper presents a comprehensive method that assesses multiple feasibility dimensions, often neglected in existing prioritization approaches.
In conclusion, this thesis identifies how an organization's inherent attributes, dynamics, and individuals contribute to the intricate organizational errors they attempt to eradicate. By pinpointing the causes of these persistent errors and exploring opportunities to eliminate them, the research aims to contribute to the organizational error literature and foster more efficient and productive organizations. The findings highlight the significance of understanding the root causes of errors, fostering a culture of continuous learning, promoting knowledge sharing and common understanding, and supporting the systematic development of digital technologies. This comprehensive approach not only enhances organizational performance but also supports sustainable growth and resilience in an ever-evolving business landscape.