Diversiteit en teamleren: de rol van 'faultlines' en psychologische veiligheid

2008 ◽  
Vol 21 (2) ◽  
Author(s):  
Joyce Rupert ◽  
Karen A. Jehn
Keyword(s):  
Social Learning ◽  
Team Learning ◽  
Psychological Safety ◽  
Learning Task ◽  
Team Members ◽  
Underlying Process ◽  
Different Types ◽  
The Subject ◽  
Low Levels ◽  
The Relationship

Diversity and team learning: the effect of faultlines and psychological safety Diversity and team learning: the effect of faultlines and psychological safety J. Rupert & K.A. Jehn, Gedrag & Organisatie, volume 21, June 2008, nr. 2, pp. 184-206 In this field study on 186 members in 70 management teams, we tested the relationship between perceived faultlines and different types of team learning: task, process, and social learning. The results showed that when team members perceived faultlines, low levels of task learning were reported in the team. This relationship was mediated by psychological safety. Overall, this study extends the literature on team learning by showing that diversity faultlines are related to team learning in different ways, depending on what the subject of learning is about. In addition, psychological safety appears to be an important underlying process in the relationship between perceived faultlines and team learning.

Exploring the psychological safety of R&D teams: An empirical analysis in Taiwan

2012 ◽  
Vol 18 (2) ◽  
pp. 175-192 ◽  
Author(s):  
Chi-Cheng Huang ◽  
Pin-Chen Jiang
Keyword(s):  
Knowledge Sharing ◽  
Team Performance ◽  
Team Learning ◽  
Psychological Safety ◽  
Research Model ◽  
Speaking Up ◽  
Team Members ◽  
Antecedents And Consequences ◽  
Using Data ◽  
The Relationship

AbstractR&D is uncertain work that involves the knowledge, skills, or perspectives of team members. When R&D teams develop new products or technologies, the need for psychological safety within the teams is increasingly emphasized. If R&D team members perceive that team psychological safety exists, they may be willing to offer knowledge or perspectives during the development process because they are not afraid of being rejected or embarrassed for speaking up. However, the application of the theory of team psychological safety to R&D teams is considerably limited. This study explores the antecedents and consequences of team psychological safety in R&D teams. Our research model is assessed using data from a sample of 245 team members from sixty technology R&D teams at a leading R&D institute and is analyzed using the partial least squares (PLS) method. The results of this study suggest that: (1) social capital exerts a positive and significant effect on team psychological safety; (2) team psychological safety has a positive and significant impact on team performance; (3) knowledge sharing and team learning positively and significantly mediate the relationship between team psychological safety and team performance; and (4) knowledge sharing exhibits a positive and significant effect on team learning. This study also discusses the implications of team psychological safety for R&D teams.

Exploring the psychological safety of R&D teams: An empirical analysis in Taiwan

2012 ◽  
Vol 18 (2) ◽  
pp. 175-192 ◽  
Author(s):  
Chi-Cheng Huang ◽  
Pin-Chen Jiang
Keyword(s):  
Knowledge Sharing ◽  
Team Performance ◽  
Team Learning ◽  
Psychological Safety ◽  
Research Model ◽  
Speaking Up ◽  
Team Members ◽  
Antecedents And Consequences ◽  
Using Data ◽  
The Relationship

AbstractR&D is uncertain work that involves the knowledge, skills, or perspectives of team members. When R&D teams develop new products or technologies, the need for psychological safety within the teams is increasingly emphasized. If R&D team members perceive that team psychological safety exists, they may be willing to offer knowledge or perspectives during the development process because they are not afraid of being rejected or embarrassed for speaking up. However, the application of the theory of team psychological safety to R&D teams is considerably limited. This study explores the antecedents and consequences of team psychological safety in R&D teams. Our research model is assessed using data from a sample of 245 team members from sixty technology R&D teams at a leading R&D institute and is analyzed using the partial least squares (PLS) method. The results of this study suggest that: (1) social capital exerts a positive and significant effect on team psychological safety; (2) team psychological safety has a positive and significant impact on team performance; (3) knowledge sharing and team learning positively and significantly mediate the relationship between team psychological safety and team performance; and (4) knowledge sharing exhibits a positive and significant effect on team learning. This study also discusses the implications of team psychological safety for R&D teams.

Explaining differences in ministerial ménages à trois: multiple bargains in Belgium and Denmark

2013 ◽  
Vol 79 (1) ◽  
pp. 71-90 ◽  
Author(s):  
Christian de Visscher ◽  
Heidi Houlberg Salomonsen
Keyword(s):  
Public Service ◽  
Functional Differentiation ◽  
Civil Servants ◽  
Mutual Respect ◽  
Institutional Rules ◽  
Starting Point ◽  
Different Types ◽  
The Subject ◽  
Political Appointments ◽  
The Relationship

While special advisers play an important role in most Western governments, the research on the subject is limited. This article aims to explain variations in the ménage à trois relationships between ministers, senior civil servants and special advisers in two different politico-administrative systems. The theoretical starting point is to conceptualize and explain such trilateral relationships as multiple Public Service Bargains. We find that the differences in Public Service Bargains generate differences in these ménages à trois relationships, resulting in different types of functional differentiation as well as differences in the degree of cooperation vis-à-vis conflict. These differences are primarily the result of differences in the interests as well as formal, institutional rules and the competencies of the actors involved. The empirical data include documents as well as interviews with and questionnaires completed by senior civil servants. The countries compared are Belgium and Denmark. Points for practitioners Our study confirms that it is important for a ‘ménage à trois’ (ministers, special advisers, SCSs) ‘… to spell out the terms of the bargain applying to political advisers (…)’ ( Hood and Lodge, 2006 : 128) in order to regulate the relationship between special advisers and SCSs and avoid potential conflicts among them. In addition, the study shows that the number of political appointments plays a role in the relationship. Finally, the study shows that clear differences in the competencies brought to the bargain by the two types of agent may ensure cooperation and mutual respect, whereas an overlapping of competencies may cause rivalry.

From orientation to behavior: The interplay between learning orientation, open-mindedness, and psychological safety in team learning

2019 ◽  
Vol 72 (11) ◽  
pp. 1726-1751 ◽  
Author(s):  
Jean-François Harvey ◽  
Kevin J Johnson ◽  
Kate S Roloff ◽  
Amy C Edmondson
Keyword(s):  
Team Learning ◽  
Psychological Safety ◽  
Theory And Practice ◽  
Team Development ◽  
Learning Orientation ◽  
Key Factors ◽  
Team Members ◽  
New Ideas ◽  
Time Lagged ◽  
Learning Team

Do teams with motivation to learn actually engage in the behaviors that produce learning? Though team learning orientation has been found to be positively related to team learning, we know little about how and when it actually fosters team learning. It is obviously not the only factor that may impact learning in teams. Team psychological safety, or the way team members feel about taking interpersonal risks, is another important factor associated with team learning. Team open-mindedness, or the degree of curiosity that teams have for new ideas, is also likely to impact team learning. So far, these factors have been investigated independently of each other. In this article, we draw from theory on team development and goal achievement to develop a model of team learning that includes them. We report the results from a time-lagged, survey-based study designed to test our model. We found that the relationship between team learning orientation and team learning is mediated by team psychological safety. Yet, this is only true when team open-mindedness is low, not when it is high. We thus reveal initial patterns of interaction and discrimination among key factors that are related to team learning in ways that contribute to both theory and practice.

The importance of team psychological safety climate for enhancing younger team members’ innovation-related behaviors in South Korea

2019 ◽  
Vol 19 (3) ◽  
pp. 353-368
Author(s):  
Timothy R Moake ◽  
Nahyun Oh ◽  
Clarissa R Steele
Keyword(s):  
South Korea ◽  
Safety Climate ◽  
Work Teams ◽  
Psychological Safety ◽  
Interaction Effects ◽  
Team Members ◽  
South Korean ◽  
Categorization Theory ◽  
Age Related ◽  
The Relationship

Indigenous cultural nuances such as age-related hierarchies in South Korea have the potential to impact workers’ engagement in innovation-related behaviors (IRBs). We use self-categorization theory to examine both the relationship between employee age and IRBs and the cross-level interaction effects of team psychological safety climate. Using a multilevel sample of 282 South Korean employees working in 65 teams across 45 different organizations in various industries, we find that team psychological safety climate moderates the relationship between age and engaging in IRBs. More specifically, we find that when teams have a weaker psychological safety climate, age is positively related to engaging in IRBs. However, when teams have a stronger psychological safety climate, age is not related to engaging in IRBs. We discuss the implications of these findings for innovation and managing work teams in Eastern contexts.

Perception of Loudness and Musical Preference: Comparison of Musicians and Nonmusicians

1992 ◽  
Vol 74 (3_suppl) ◽  
pp. 1149-1150 ◽  
Author(s):  
David M. Hoover ◽  
Salvatore Cullari
Keyword(s):  
Neutral Stimulus ◽  
Musical Preference ◽  
Different Types ◽  
The Subject ◽  
The Relationship ◽  
Musical Selection

To estimate the relationship between musical preference and perceived loudness, 25 subjects, musicians and nonmusicians, were asked to match the loudness of a neutral stimulus to a given musical selection. Ten different types of music were used; each was rated for likability by the subject. Over-all analysis of loudness ratings indicated that nonmusicians were more accurate in matching loudness of a neutral stimulus with the musical selections. This finding suggests differences in loudness perception between musicians and nonmusicians. Both groups were most accurate on the selection which could be inferred as most familiar.

The relationships between perceived team psychological safety, transactive memory system, team learning behavior and team performance among individual team members

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Su Min Kim ◽  
Moon Jung Kim ◽  
Sung Jun Jo
Keyword(s):  
Team Performance ◽  
Team Learning ◽  
Psychological Safety ◽  
Transactive Memory ◽  
Memory System ◽  
Learning Behavior ◽  
Cross Sectional ◽  
Content Type ◽  
Team Members ◽  
Transactive Memory System

PurposeThis study aimed to investigate the relationships between individual team member's perception of team psychological safety (TPS), individual team member's perception of transactive memory system (TMS), individual team member's perception of team learning behavior (TLB) and individual team member's perception of team performance (TP).Design/methodology/approachThis cross-sectional study used a paper-based questionnaire that was distributed to 500 employees in travel-related industries and responses were received from 467 employees. Finally, 394 surveys were used after excluding insincere responses. Using SPSS & AMOS version 25.0, factor analysis, correlation, path analysis and mediation analysis were performed.FindingsThe findings reveal that there is a significant association between TPS, TMS, TLB and TP, except for the specialization subdimension of TMS and reflective communication and knowledge codification subdimensions of TLB. There was no mediation role of TLB; however, credibility and task coordination subdimensions of TMS showed partial mediating effects between TPS and TP.Originality/valueThis study offers suggestions for management, emphasizing the importance of TPS. Recent and rapid organizational changes have dramatically increased employees' job insecurity, which can affect their psychological safety. Therefore, organizations should actively support employees to feel psychologically stable to improve performance by utilizing TMS and TLB among individual team members.

scholarly journals Transformational leadership as a moderator of the relationship between psychological safety and learning behaviour in work teams in Ghana

2013 ◽  
Vol 39 (1) ◽  
Author(s):  
Stephen K. Kumako ◽  
Maxwell A. Asumeng
Keyword(s):  
Work Teams ◽  
Psychological Safety ◽  
Team Leadership ◽  
Important Variable ◽  
Team Leader ◽  
Learning Behaviour ◽  
Cross Sectional Survey ◽  
Managerial Implication ◽  
Team Members ◽  
The Relationship

Orientation: Transformational team leadership is an important variable that influences team members’ perception of the team as psychologically safe enough to engage in learning behaviours.Research purpose: The study was aimed at investigating the relationship between psychological safety and learning behaviour in teams, as well as the moderating role of transformational team leadership in this relationship.Motivation for the study: For a team to be effective, adaptive and innovative and engage in learning behaviours, the transformational team leader must set the right climate in the team, where he or she welcomes the team members’ opinions, questions and feedback at no risk to their image. An understanding of this will be important in team leader selection and training.Research design, approach and method: Using a cross-sectional survey design, 57 work teams comprising 456 respondents in teams of 7–9 members were purposively sampled from five financial institutions in Accra, Ghana. Hierarchical regression and moderation analyses were run on the data at the team level.Main findings: Results indicated a positive relationship between team psychological safety and team learning behaviour, with transformational team leadership moderating this relationship.Practical/managerial implication: Transformational team leadership is important in creating a climate of psychological safety that will enable team members to engage in learning behaviours.Contribution/value-add: The study provided theoretical and empirical evidence that, in organisational contexts, transformational team leadership is an important variable that can facilitate psychological safety and learning behaviour in teams.

Abusive supervision and employee creativity

2016 ◽  
Vol 54 (1) ◽  
pp. 130-147 ◽  
Author(s):  
Wenxing Liu ◽  
Pengcheng Zhang ◽  
Jianqiao Liao ◽  
Po Hao ◽  
Jianghua Mao
Keyword(s):  
Data Collection ◽  
Organizational Identification ◽  
Psychological Safety ◽  
Abusive Supervision ◽  
Social Identification ◽  
Employee Creativity ◽  
Content Type ◽  
Team Members ◽  
Identification Theory ◽  
The Relationship

Purpose – Prior researches have indicated that leadership had an important impact on employee creativity. However, the authors know little about the link between the dark side of leadership-abusive supervision, and employee creativity, as well as its underlying mechanisms. Combining psychological safety theory and social identification theory, the purpose of this paper is to examine the relationship between abusive supervision and employee creativity and the mediating role of psychological safety and organizational identification between abusive supervision and employee creativity. Design/methodology/approach – The authors conducted a multi-source and time-lagged data collection. At Time 1, team members evaluated abusive supervision and psychological safety, and at Time 2, team members evaluated organization identification, and team leaders evaluated members’ creativity. Abusive supervision, psychological safety were evaluated at first stage and organizational identification, creativity were evaluated at second stage, being conducted 2-4 weeks later after the first stage. Finally 423 participants completed two waves of data collection. Findings – The results suggested that, abusive supervision had negative effects on psychological safety and organizational identification, and psychological safety partially mediated the relationship between abusive supervision and organizational identification, and organizational identification fully mediated the relationship between psychological safety and creativity, and the negative effect of abusive supervision on employee creativity was mediated by psychological safety and then by organizational identification. Originality/value – This study identifies and examines the mechanism underlying the effect of abusive supervision, and suggests that psychological safety and organizational identification are two important mediators of the complex relationship between abusive supervision and employee creativity. Therefore, this study not only re-examines the inconsistent effect of abusive supervision on employee creativity, but also represents the first attempt at integrating the psychological safety perspective and social identification theory to study employee creativity and offers important implications for theory development.

Sign in / Sign up

Export Citation Format

Share Document