Error aversion or management? Exploring the impact of culture at the sharp-end of production in a mega-project

The research we present in this paper addresses the following question: What type of error culture does rank-and-file workforce experience during construction, and it help mitigate rework? We undertake an exploratory case study Alliance, which forms part a transport mega-project. An questionnaire is administered to Alliance's subcontractors' across four projects. find that management positively correlates with reductions rework holds divergent relationship aversion culture. further reveal negative association between ability reduce rework. Consequently, question contemporary wisdom assumes prevention should be combined create adaptive culture, aiming minimise maximise positive consequences. finally discuss study's limitations implications for future examining construction