Perceived distance as a reflection of an organizational culture of learning from failure

In collaboration with the Sangikyo Corporation, the present authors investigated the manner in which an organizational policy of learning from failure can be effective in a working system. Sangikyo employees completed a web-based questionnaire assessing how perceived distance, which was used to analyze the cognitive behaviors of employees in the working system, contributes to Self-reflection. In terms of the Self-reflection cluster in the plot analysis, we found that employees made continuous efforts to accumulate experience in the extant field of operation, which involved the company's current organizational culture, rather than taking on challenges to develop new business. Thus, the organizational culture makes experience a core value in cases where learning from failure is working well. Additionally, the further development of the working system is discussed to address outstanding issues.