Error culture and its impact on rework: An exploration of norms and practices in a transport mega-project

Rework has been and continues to be a problem during the construction of transport mega-projects. This article examines error culture an alliance that forms part mega-project determine its effectiveness in mitigating rework. Our reveals management positively correlates with reducing rework holds divergent relationship aversion culture. We further show negative association between ability reduce It is suggested more can done errors despite prevalence strong practice. thus call for explicit focus on consequences developing strategies handle errors. The argues providing psychologically safe work environment, understanding focusing what goes right, coaching ensure learning transferred from individual organizational level study first attempt examine homogeneity (i.e., how their are dealt with) setting. In addition, it provides new line exploration address issue