Abstract
The authors focus on CEOs supervising organizations in which grave errors occurred. Those errors challenged the organizations in their strategies and endangered their survival. As a result, executives and academics have begun to recognize that strategic error management is a critical feature of exercising the highest responsibility in an organization. The authors emphasize that, regardless of whether an organizational error occurs at the top or the bottom of the hierarchy, strategic error management refers to all actions that top executives of an organization undertake (or fail to) in order to disconnect latent errors from actual and potentially adverse consequences and to learn from them.