This study builds a theory and conducts an empirical analysis to investigate whether and how organizations learn from human errors and under what circumstances such organizational learning from human errors can be facilitated. For the empirical analysis, this study uses a longitudinal data of the unplanned outages caused by human errors at nuclear power plants around the world for about 40 years. The analysis results will provide theoretical implications for the effective organizational learning as well as look into the political implications for safety.
