Learning from a drastic failure: : the case of the airbus A380 program

• Autores: Isabel Dörfler, Oliver Baumann
• Localización: Industry and Innovation, ISSN-e 1469-8390, Vol. 21, Nº. 3, 2014, págs. 197-214
• Idioma: inglés
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• Resumen

  • How do organizations learn from a drastic failure? We distinguish between ad hoc and systematic reactions and discuss their effectiveness for dealing with two basic challenges: (1) identifying and solving the problems that caused the failure; and (2) changing the organization accordingly. We apply this conceptual perspective to illustrate the dynamics of learning from the drastic failure that occurred during the development of the Airbus A380 �superjumbo.� Our findings echo extant observations that efforts to redesign organizational behavior in an ad hoc manner are often insufficient. Instead, the organizational system must provide scaffolding that allows experiencing a critical event in a rich and systematic manner. When seen from a dynamic perspective, however, we find that even imperfect ad hoc efforts may play a vital role. By enforcing changes, providing stability, and raising awareness, they can act as a helpful prelude to more systematic problem solving and change.