Abstrakt

Organizations often perceive mistakes as negligence and low-performance indicators, yet they can be a precious learning resource. However, organizations cannot learn from mistakes if they have not accepted them. This study aimed to explore how organizational hierarchy and maturity levels influence the relationship between mistakes acceptance and the ability to change. A sample composed of 380 Polish employees working in knowledge-driven organizations across various industries examined this phenomenon. Data collection occurred from November to December 2019. Data were analyzed through OLS regression, using PROCESS software. The findings revealed that the acceptance of mistakes positively influences adaptability to change. Moreover, because of mistakes acceptance, knowledge workers in organizations with a low-level hierarchy adapt to changes more effectively than those who work in strongly (or high-level) hierarchical companies. Additionally, higher hierarchy levels result in lower adaptability to change, which is particularly visible in mature organizations. The study's essence is the empirical proof that a high level of organizational maturity and hierarchy can block the adaptability to change if the organization stays on the single-loop of learning (does perfectly what it used to do). Mistakes acceptance and thanks to this, also learning from mistakes, support organizational change adaptability. Change adaptability is vital for double-loop learning (organizational actions re-framing). Moreover, this study has exposed the paradox of ‘wisdom from experience’ empirically. Namely, it is expected that experience and maturity result in positive outcomes and increased organizational leverage. Whereas more prominent, experienced, and mature organizations face serious difficulties when changing their routines and behaviors.

Cytowania

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