Latent errors and adverse organizational consequences: a conceptualization

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Occupational Health and Safety Management in Organizations: A Review (2012, background): “This work and the development of high reliability theory in the 1980s (Perrow, 1984) usefully developed the concept of ‘collective mindfulness’ (e.g. Cox, Jones, and Collinson, 2006; Klein, Bigley and Roberts, 1995; Ramanujam and Goodman, 2003; Roberts and Bea, 2001; Roberts, Rousseau, and LaPorte, ”
Learning from Error: The influence of error incident characteristics (2009, background): “However, error incidents without severe negative consequences occur much more frequently in organizations than incidents with severe negative outcomes (Ramanujam and Goodman 2003).”
Organizational errors: Directions for future research (2011, background): “Significantly, most studies of errors rarely consider the possibility that opposing forces may be acting simultaneously within and across different levels of the organization (Ramanujam & Goodman, 2003).”