1932

Abstract

Since its renaissance in the 1990s, psychological safety research has flourished—a boom motivated by recognition of the challenge of navigating uncertainty and change. Today, its theoretical and practical significance is amplified by the increasingly complex and interdependent nature of the work in organizations. Conceptual and empirical research on psychological safety—a state of reduced interpersonal risk—is thus timely, relevant, and extensive. In this article, we review contemporary psychological safety research by describing its various content areas, assessing what has been learned in recent years, and suggesting directions for future research. We identify four dominant themes relating to psychological safety: getting things done, learning behaviors, improving the work experience, and leadership. Overall, psychological safety plays important roles in enabling organizations to learn and perform in dynamic environments, becoming particularly relevant in a world altered by a global pandemic.

Loading

Article metrics loading...

/content/journals/10.1146/annurev-orgpsych-120920-055217
2023-01-23
2024-12-09
Loading full text...

Full text loading...

/deliver/fulltext/orgpsych/10/1/annurev-orgpsych-120920-055217.html?itemId=/content/journals/10.1146/annurev-orgpsych-120920-055217&mimeType=html&fmt=ahah

Literature Cited

  1. Agarwal P, Farndale E. 2017. High-performance work systems and creativity implementation: the role of psychological capital and psychological safety. Hum. Resour. Manag. J. 27:344058
    [Google Scholar]
  2. Ahmad I, Umrani WA 2019. The impact of ethical leadership style on job satisfaction: mediating role of perception of Green HRM and psychological safety. Leadersh. Organ. Dev. J. 40:553447
    [Google Scholar]
  3. Ahmed F, Zhao F, Faraz NA, Qin YJ. 2021. How inclusive leadership paves way for psychological well-being of employees during trauma and crisis: a three-wave longitudinal mediation study. J. Adv. Nurs. 77:281931
    [Google Scholar]
  4. Andersson M, Moen O, Brett PO. 2020. The organizational climate for psychological safety: associations with SMEs’ innovation capabilities and innovation performance. J. Eng. Technol. Manag. 55:101554
    [Google Scholar]
  5. Appelbaum NP, Dow A, Mazmanian PE, Jundt DK, Appelbaum EN. 2016. The effects of power, leadership and psychological safety on resident event reporting. Med. Educ. 50:334350
    [Google Scholar]
  6. Arnetz JE, Sudan S, Fitzpatrick L, Cotten SR, Jodoin C et al. 2019. Organizational determinants of bullying and work disengagement among hospital nurses. J. Adv. Nurs. 75:6122938
    [Google Scholar]
  7. Baer M, Frese M. 2003. Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance. J. Organ. Behav. 24:14568
    [Google Scholar]
  8. Baik D, Zierler B. 2019. Clinical nurses’ experiences and perceptions after the implementation of an interprofessional team intervention: a qualitative study. J. Clin. Nurs. 28:3–443043
    [Google Scholar]
  9. Bani-Melhem S, Shamsudin FM, Abukhait RM, Quratulain S. 2021. Paranoid personality and frontline employee's proactive work behaviours: a moderated mediation model of empathetic leadership and perceived psychological safety. J. Serv. Theory Pract. 31:111335
    [Google Scholar]
  10. Basit AA. 2017. Trust in supervisor and job engagement: mediating effects of psychological safety and felt obligation. J. Psychol. 151:870121
    [Google Scholar]
  11. Bienefeld N, Grote G. 2014. Speaking up in ad hoc multiteam systems: individual-level effects of psychological safety, status, and leadership within and across teams. Eur. J. Work Organ. Psychol. 23:693045
    [Google Scholar]
  12. Binyamin G, Friedman A, Carmeli A. 2018. Reciprocal care in hierarchical exchange: implications for psychological safety and innovative behaviors at work. Psychol. Aesthet. Creat. Arts 12:17988
    [Google Scholar]
  13. Bresman H, Zellmer-Bruhn M. 2013. The structural context of team learning: effects of organizational and team structure on internal and external learning. Organ. Sci. 24:4112039
    [Google Scholar]
  14. Brinsfield CT. 2013. Employee silence motives: investigation of dimensionality and development of measures. J. Organ. Behav. 34:567197
    [Google Scholar]
  15. Cajiao J, Burke MJ. 2016. How instructional methods influence skill development in management education. Acad. Manag. Learn. Educ. 15:350824
    [Google Scholar]
  16. Carmeli A, Reiter-Palmon R, Ziv E. 2010. Inclusive leadership and employee involvement in creative tasks in the workplace: the mediating role of psychological safety. Creat. Res. J. 22:325060
    [Google Scholar]
  17. Carmeli A, Sheaffer Z, Binyamin G, Reiter-Palmon R, Shimoni T. 2014. Transformational leadership and creative problem-solving: the mediating role of psychological safety and reflexivity. J. Creat. Behav. 48:211535
    [Google Scholar]
  18. Castro DR, Anseel F, Kluger AN, Lloyd KJ, Turjeman-Levi Y. 2018. Mere listening effect on creativity and the mediating role of psychological safety. Psychol. Aesthet. Creat. Arts. 12:4489502
    [Google Scholar]
  19. Cauwelier P, Ribiere VM, Bennet A 2019. The influence of team psychological safety on team knowledge creation: a study with French and American engineering teams. J. Knowl. Manag. 23:6115775
    [Google Scholar]
  20. Chen C, Liao J, Wen P. 2014. Why does formal mentoring matter? The mediating role of psychological safety and the moderating role of power distance orientation in the Chinese context. Int. J. Hum. Resour. Manag. 25:8111230
    [Google Scholar]
  21. Chen L, Wadei KA, Bai S, Liu J. 2020. Participative leadership and employee creativity: a sequential mediation model of psychological safety and creative process engagement. Leadersh. Organ. Dev. J. 41:674159
    [Google Scholar]
  22. Chen S, Wang D, Zhou Y, Chen Z, Wu D. 2017. When too little or too much hurts: evidence for a curvilinear relationship between team faultlines and performance. Asia Pac. J. Manag. 34:493150
    [Google Scholar]
  23. Chughtai AA. 2016. Servant leadership and follower outcomes: mediating effects of organizational identification and psychological safety. J. Psychol. 150:786680
    [Google Scholar]
  24. Coutifaris CGV, Grant AM. 2021. Taking your team behind the curtain: the effects of leader feedback-sharing and feedback-seeking on team psychological safety. Organ. Sci. 33:4157498
    [Google Scholar]
  25. Creon LE, Schermuly CC. 2019. Training group diversity and training transfer: a psychological safety perspective. Hum. Resour. Dev. Q. 30:4583603
    [Google Scholar]
  26. De Hoogh AHB, Greer LL, Den Hartog DN. 2015. Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance. Leadersh. Q. 26:5687701
    [Google Scholar]
  27. De Stobbeleir K, Ashford S, Zhang C. 2020. Shifting focus: antecedents and outcomes of proactive feedback seeking from peers. Hum. Relat. 73:330325
    [Google Scholar]
  28. Deng H, Leung K, Lam CK, Huang X. 2019. Slacking off in comfort: a dual-pathway model for psychological safety climate. J. Manag. 45:3111444
    [Google Scholar]
  29. Edmondson AC. 1999. Psychological safety and learning behavior in work teams. Adm. Sci. Q. 44:235083
    [Google Scholar]
  30. Edmondson AC 2003. Managing the risk of learning: psychological safety in work teams. International Handbook of Organizational Teamwork and Cooperative Working MA West 25576. London: Blackwell
    [Google Scholar]
  31. Edmondson AC. 2019. The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth Hoboken, NJ: Wiley
    [Google Scholar]
  32. Edmondson AC, Lei Z. 2014. Psychological safety: the history, renaissance, and future of an interpersonal construct. Annu. Rev. Organ. Psychol. Organ. Behav. 1:2343
    [Google Scholar]
  33. Edmondson AC, McManus SE. 2007. Methodological fit in management field research. Acad. Manag. Rev. 32:4124664
    [Google Scholar]
  34. Edwards ST, Marino M, Solberg LI, Damschroder L, Stange KC et al. 2021. Cultural and structural features of zero-burnout primary care practices. Health Aff. 40:692829
    [Google Scholar]
  35. Erkutlu H, Chafra J. 2016. Benevolent leadership and psychological well-being: the moderating effects of psychological safety and psychological contract breach. Leadersh. Organ. Dev. J. 37:336986
    [Google Scholar]
  36. Espedido A, Searle BJ. 2021. Proactivity, stress appraisals, and problem-solving: a cross-level moderated mediation model. Work Stress 35:213252
    [Google Scholar]
  37. Fleştea AM, Curşeu PL, Fodor OC. 2017. The bittersweet effect of power disparity. J. Manag. Psychol. 32:540116
    [Google Scholar]
  38. Frazier LM, Tupper C. 2018. Supervisor prosocial motivation, employee thriving, and helping behavior: a trickle-down model of psychological safety. Group Organ. Manag. 43:456193
    [Google Scholar]
  39. Frazier ML, Fainshmidt S, Klinger RL, Pezeshkan A, Vracheva V. 2017. Psychological safety: a meta-analytic review and extension. Pers. Psychol. 70:111365
    [Google Scholar]
  40. Gerpott FH, Lehmann-Willenbrock N, Wenzel R, Voelpel SC. 2019. Age diversity and learning outcomes in organizational training groups: the role of knowledge sharing and psychological safety. Int. J. Hum. Resour. Manag. 32:1837773804
    [Google Scholar]
  41. Gonzalez K, Tillman CJ, Holmes JJ. 2020. Coming home: why veterans with disabilities withhold workplace accommodation requests. Hum. Relat. 73:10143966
    [Google Scholar]
  42. Grant AM, Berg JM, Cable DM. 2014. Job titles as identity badges: how self-reflective titles can reduce emotional exhaustion. Acad. Manag. J. 57:4120125
    [Google Scholar]
  43. Greenbaum RL, Bonner JM, Mawritz MB, Butts MM, Smith MB. 2020. It is all about the bottom line: group bottom-line mentality, psychological safety, and group creativity. J. Organ. Behav. 41:650317
    [Google Scholar]
  44. Gu Q, Wang GG, Wang L. 2013. Social capital and innovation in R&D teams: the mediating roles of psychological safety and learning from mistakes. R&D Manag. 43:289102
    [Google Scholar]
  45. Guchait P, Madera J, Dawson M. 2016. Learning in the service environment: the influence of diversity climate. J. Serv. Theory Pract. 26:444870
    [Google Scholar]
  46. Han Y, Hao P, Yang B, Liu W. 2017. How leaders’ transparent behavior influences employee creativity: the mediating roles of psychological safety and ability to focus attention. J. Leadersh. Organ. Stud. 24:333544
    [Google Scholar]
  47. Harms R. 2015. Self-regulated learning, team learning and project performance in entrepreneurship education: learning in a lean startup environment. Technol. Forecast. Soc. Change 100:2128
    [Google Scholar]
  48. Harvey J-F, Johnson KJ, Roloff KS, Edmondson AC. 2019. From orientation to behavior: the interplay between learning orientation, open-mindedness, and psychological safety in team learning. Hum. Relat. 72:11172651
    [Google Scholar]
  49. Hassan S, Jiang Z. 2021. Facilitating learning to improve performance of law enforcement workgroups: the role of inclusive leadership behavior. Int. Public Manag. J. 24:110630
    [Google Scholar]
  50. He AS, Lizano EL, Stahlschmidt MJ. 2021. When doing the right thing feels wrong: moral distress among child welfare caseworkers. Child. Youth Serv. Rev. 122:105914
    [Google Scholar]
  51. Heath C, Sitkin SB. 2001. Big-B versus Big-O: What is organizational about organizational behavior?. J. Organ. Behav. 22:4358
    [Google Scholar]
  52. Hood AC, Bachrach DG, Zivnuska S, Bendoly E. 2016. Mediating effects of psychological safety in the relationship between team affectivity and transactive memory systems. J. Organ. Behav. 37:341635
    [Google Scholar]
  53. Hora S, Lemoine GJ, Xu N, Shalley CE. 2021. Unlocking and closing the gender gap in creative performance: a multilevel model. J. Organ. Behav. 42:3297312
    [Google Scholar]
  54. Hu J, Erdogan B, Jiang K, Bauer TN, Liu S. 2018. Leader humility and team creativity: the role of team information sharing, psychological safety, and power distance. J. Appl. Psychol. 103:331323
    [Google Scholar]
  55. Huang C-C, Chen P-K. 2018. Exploring the antecedents and consequences of the transactive memory system: an empirical analysis. J. Knowl. Manag. 22:192118
    [Google Scholar]
  56. Iqbal A, Latif KF, Ahmad MS. 2020. Servant leadership and employee innovative behaviour: exploring psychological pathways. Leadersh. Organ. Dev. J. 41:681327
    [Google Scholar]
  57. Jiang Z, Hu X, Wang Z, Jiang X 2019. Knowledge hiding as a barrier to thriving: the mediating role of psychological safety and moderating role of organizational cynicism. J. Organ. Behav. 40:7800818
    [Google Scholar]
  58. Johnson HH, Avolio BJ. 2019. Team psychological safety and conflict trajectories’ effect on individual's team identification and satisfaction. Group Organ. Manag. 44:584373
    [Google Scholar]
  59. Kahn WA. 1990. Psychological conditions of personal engagement and disengagement at work. Acad. Manag. J. 33:4692724
    [Google Scholar]
  60. Kerrissey MJ, Satterstrom P, Edmondson AC. 2020. Into the fray: adaptive approaches to studying novel teamwork forms. Organ. Psychol. Rev. 10:26286
    [Google Scholar]
  61. Kirkman BL, Cordery JL, Mathieu J, Rosen B, Kukenberger M. 2013. Global organizational communities of practice: the effects of nationality diversity, psychological safety, and media richness on community performance. Hum. Relat. 66:333362
    [Google Scholar]
  62. Klingberg K, Gadelhak K, Jegerlehner SN, Brown AD, Exadaktylos AK, Srivastava DS. 2018. Bad manners in the Emergency Department: incivility among doctors. PLOS ONE 13:3e0194933
    [Google Scholar]
  63. Kong F, Liu P, Weng J. 2020. How and when group cohesion influences employee voice: a conservation of resources perspective. J. Manag. Psychol. 35:314254
    [Google Scholar]
  64. Koopmann J, Lanaj K, Wang M, Zhou L, Shi J. 2016. Nonlinear effects of team tenure on team psychological safety climate and climate strength: implications for average team member performance. J. Appl. Psychol. 101:794057
    [Google Scholar]
  65. Li AN, Tan HH. 2013. What happens when you trust your supervisor? Mediators of individual performance in trust relationships. J. Organ. Behav. 34:340725
    [Google Scholar]
  66. Li J, Wu L, Liu D, Kwan HK, Liu J. 2014. Insiders maintain voice: a psychological safety model of organizational politics. Asia Pac. J. Manag. 31:385374
    [Google Scholar]
  67. Li Y, Li N, Guo J, Li J, Harris TB 2018. A network view of advice-giving and individual creativity in teams: a brokerage-driven, socially perpetuated phenomenon. Acad. Manag. J. 61:6221029
    [Google Scholar]
  68. Liang J, Farh CIC, Farh J-L. 2012. Psychological antecedents of promotive and prohibitive voice: a two-wave examination. Acad. Manag. J. 55:17192
    [Google Scholar]
  69. Lin W, Koopmann J, Wang M. 2020. How does workplace helping behavior step up or slack off? integrating enrichment-based and depletion-based perspectives. J. Manag. 46:3385413
    [Google Scholar]
  70. Liu S, Hu J, Li Y, Wang Z, Lin X 2014. Examining the cross-level relationship between shared leadership and learning in teams: evidence from China. Leadersh. Q. 25:228295
    [Google Scholar]
  71. Liu S, Liao J, Wei H. 2015. Authentic leadership and whistleblowing: mediating roles of psychological safety and personal identification. J. Bus. Ethics 131:110719
    [Google Scholar]
  72. Liu W, Song Z, Li X, Liao 2017. Why and when leaders’ affective states influence employee upward voice. Acad. Manag. J. 60:123863
    [Google Scholar]
  73. Liu W, Tangirala S, Lam W, Chen Z, Jia RT, Huang X. 2015. How and when peers’ positive mood influences employees’ voice. J. Appl. Psychol. 100:397689
    [Google Scholar]
  74. Liu Y, Keller RT. 2021. How psychological safety impacts R&D project teams’ performance: In a psychologically safe workplace, R&D project teams perform better, more readily share knowledge and engage in organizational citizenship behavior, and are less likely to leave. Res. Technol. Manag. 64:23945
    [Google Scholar]
  75. Liu Y, Keller RT, Bartlett KR. 2021. Initiative climate, psychological safety and knowledge sharing as predictors of team creativity: a multilevel study of research and development project teams. Creat. Innov. Manag. 30:3498510
    [Google Scholar]
  76. Lyman B, Biddulph ME, Hopper VG, Brogan JL. 2020a. Nurses’ experiences of organisational learning: a qualitative descriptive study. J. Nurs. Manag. 28:6124149
    [Google Scholar]
  77. Lyman B, Gunn MM, Mendon CR. 2020b. New graduate registered nurses’ experiences with psychological safety. J. Nurs. Manag. 28:483139
    [Google Scholar]
  78. MacCurtain S, Murphy C, O'Sullivan M, MacMahon J, Turner T 2018. To stand back or step in? Exploring the responses of employees who observe workplace bullying. Nurs. Inq. 25:1e12207
    [Google Scholar]
  79. Malhotra MK, Ahire S, Shang G. 2017. Mitigating the impact of functional dominance in cross-functional process improvement teams. Decis. Sci. 48:13970
    [Google Scholar]
  80. Mao J, Chiang JT, Chen L, Wu Y, Wang J. 2019. Feeling safe? A conservation of resources perspective examining the interactive effect of leader competence and leader self-serving behaviour on team performance. J. Occup. Organ. Psychol. 92:15273
    [Google Scholar]
  81. Martins LL, Schilpzand MC, Kirkman BL, Ivanaj S, Ivanaj V. 2013. A contingency view of the effects of cognitive diversity on team performance: the moderating roles of team psychological safety and relationship conflict. Small Group Res. 44:296126
    [Google Scholar]
  82. Miao Q, Eva N, Newman A, Cooper B. 2019. CEO entrepreneurial leadership and performance outcomes of top management teams in entrepreneurial ventures: the mediating effects of psychological safety. J. Small Bus. Manag. 57:3111935
    [Google Scholar]
  83. Moake TR, Nahyun O, Steele CR. 2019. The importance of team psychological safety climate for enhancing younger team members’ innovation-related behaviors in South Korea. Int. J. Cross Cult. Manag. 19:335368
    [Google Scholar]
  84. Mura M, Lettieri E, Radaelli G, Spiller N. 2016. Behavioural operations in healthcare: a knowledge sharing perspective. Int. J. Oper. Prod. Manag. 36:10122246
    [Google Scholar]
  85. Najafi-Tavani Z, Robson MJ, Zaefarian G, Andersson U, Yu C. 2018. Building subsidiary local responsiveness: (When) does the directionality of intrafirm knowledge transfers matter?. J. World Bus. 53:447592
    [Google Scholar]
  86. Newman A, Donohue R, Eva N. 2017. Psychological safety: a systematic review of the literature. Hum. Resour. Manag. Rev. 27:352135
    [Google Scholar]
  87. O'Donovan R, De Brún A, McAuliffe E. 2021. Healthcare professionals experience of psychological safety, voice, and silence. Front. Psychol. 12:626689
    [Google Scholar]
  88. O'Donovan R, McAuliffe E. 2020a. A systematic review exploring the content and outcomes of interventions to improve psychological safety, speaking up and voice behaviour. BMC Health Serv. Res. 20:101
    [Google Scholar]
  89. O'Donovan R, McAuliffe E. 2020b. A systematic review of factors that enable psychological safety in healthcare teams. Int. J. Qual. Health Care. 32:424050
    [Google Scholar]
  90. Ortega A, Bossche P, Sánchez-Manzanares M, Rico R, Gil F 2014. The influence of change-oriented leadership and psychological safety on team learning in healthcare teams. J. Bus. Psychol. 29:231121
    [Google Scholar]
  91. Pan Y, Shang Y, Malika R 2020. Enhancing creativity in organizations: the role of the need for cognition. Manag. Decis. 59:9205776
    [Google Scholar]
  92. Peng J, Wang Z, Chen X 2019. Does self-serving leadership hinder team creativity? A moderated dual-path model. J. Bus. Ethics. 159:241933
    [Google Scholar]
  93. Rabbanee FK, Haque MM, Banik S, Islam MM. 2019. Managing engagement in an emerging economy service. J. Serv. Theory Pract. 29:5–661038
    [Google Scholar]
  94. Remtulla R, Hagana A, Houbby N, Ruparell K, Aojula N et al. 2021. Exploring the barriers and facilitators of psychological safety in primary care teams: a qualitative study. BMC Health Serv. Res. 21:269
    [Google Scholar]
  95. Rivera AE, Rodríguez-Aceves L, Mojarro-Duran BI. 2021. Enabling knowledge sharing through psychological safety in inter-organisational arrangements. J. Knowl. Manag. 25:5117093
    [Google Scholar]
  96. Romney AC. 2020. It's not just what you say, it's how you say it: How callings influence constructive voice delivery. Hum. Relat. 74:12202150
    [Google Scholar]
  97. Sanner B, Bunderson JS. 2015. When feeling safe isn't enough: contextualizing models of safety and learning in teams. Organ. Psychol. Rev. 5:322443
    [Google Scholar]
  98. Schein EH. 1993. How can organizations learn faster? The challenge of entering the green room. MIT Sloan Management Review Magazine Jan. 15. https://sloanreview.mit.edu/article/how-can-organizations-learn-faster-the-challenge-of-entering-the-green-room/
    [Google Scholar]
  99. Schein EH, Bennis WG. 1965. Personal and Organizational Change through Group Methods: The Laboratory Approach New York: Wiley
    [Google Scholar]
  100. Shea T, Cooper B, De Cieri H, Sheehan C, Donohue R, Lindsay S 2018. Postincident support for healthcare workers experiencing occupational violence and aggression. J. Nurs. Scholarsh. 50:434452
    [Google Scholar]
  101. Sherf EN, Parke MR, Isaakyan S. 2021. Distinguishing voice and silence at work: unique relationships with perceived impact, psychological safety, and burnout. Acad. Manag. J. 64:111448
    [Google Scholar]
  102. Singer SJ, Hayes JE, Gray GC, Kiang MV. 2015. Making time for learning-oriented leadership in multidisciplinary hospital management groups. Health Care Manag. Rev. 40:430012
    [Google Scholar]
  103. Singh B, Winkel DE, Selvarajan TT. 2013. Managing diversity at work: Does psychological safety hold the key to racial differences in employee performance?. J. Occup. Organ. Psychol. 86:224263
    [Google Scholar]
  104. Smith ME, Wells EE, Friese CR, Krein SL, Ghaferi AA. 2018. Interpersonal and organizational dynamics are key drivers of failure to rescue. Health Aff. 37:11187076
    [Google Scholar]
  105. Spoelma TM, Ellis APJ. 2017. Fuse or fracture? Threat as a moderator of the effects of diversity faultlines in teams. J. Appl. Psychol. 102:9134459
    [Google Scholar]
  106. Starzyk A, Sonnentag S. 2019. When do low-initiative employees feel responsible for change and speak up to managers?. J. Vocat. Behav. 115:103342
    [Google Scholar]
  107. Stühlinger M, Schmutz JB, Gudela G, Dunja N, Domenica F 2021. To get vaccinated or not? Psychological safety as a catalyst for the alignment between individual beliefs and behavior. Group Organ. Manag. 46:13869
    [Google Scholar]
  108. Tangirala S, Kamdar D, Venkataramani V, Parke MR. 2013. Doing right versus getting ahead: The effects of duty and achievement orientations on employees’ voice. J. Appl. Psychol. 98:6104050
    [Google Scholar]
  109. True G, Stewart GL, Lampman M, Pelak M, Solimeo SL. 2014. Teamwork and delegation in medical homes: primary care staff perspectives in the Veterans Health Administration. J. Gen. Intern. Med. 29:Suppl. 263239
    [Google Scholar]
  110. Tu Y, Lu X, Choi JN, Guo W. 2019. Ethical leadership and team-level creativity: mediation of psychological safety climate and moderation of supervisor support for creativity. J. Bus. Ethics 159:255165
    [Google Scholar]
  111. Ulusoy N, Mölders C, Fischer S, Bayur H, Deveci S et al. 2016. A matter of psychological safety: commitment and mental health in Turkish immigrant employees in Germany. J. Cross-Cult. Psychol. 47:462645
    [Google Scholar]
  112. Unler E, Caliskan S. 2019. Individual and managerial predictors of the different forms of employee voice. J. Manag. Dev. 38:7582603
    [Google Scholar]
  113. van den Berg J, Alblas A, Le Blanc P, Romme AGL 2022. How structural empowerment boosts organizational resilience: a case study in the Dutch home care industry. Organ. Stud. 43:9142551
    [Google Scholar]
  114. Vogus TJ, Cull MJ, Hengelbrok NE, Modell SJ, Epstein RA. 2016. Assessing safety culture in child welfare: evidence from Tennessee. Child. Youth Serv. Rev. 65:94103
    [Google Scholar]
  115. Wang X, Guchait P, Paşamehmetoğlu A. 2020. Tolerating errors in hospitality organizations: relationships with learning behavior, error reporting and service recovery performance. Int. J. Contemp. Hosp. Manag. 32:8263555
    [Google Scholar]
  116. Wilhelm H, Richter AW, Semrau T. 2019. Employee learning from failure: a team-as-resource perspective. Organ. Sci. 30:4694714
    [Google Scholar]
  117. Yeo R, Marquardt M. 2015. To share or not to share? Self-perception and knowledge-sharing intent. Knowl. Manag. Res. Pract. 13:331128
    [Google Scholar]
  118. Yoon J, Solomon GT. 2017. A curvilinear relationship between entrepreneurial orientation and firm performance: the moderating role of employees’ psychological safety. Int. Entrep. Manag. J. 13:4113956
    [Google Scholar]
  119. Zupic I, Čater T. 2015. Bibliometric methods in management and organization. Organ. Res. Methods 18:342972
    [Google Scholar]
/content/journals/10.1146/annurev-orgpsych-120920-055217
Loading
/content/journals/10.1146/annurev-orgpsych-120920-055217
Loading

Data & Media loading...

  • Article Type: Review Article
This is a required field
Please enter a valid email address
Approval was a Success
Invalid data
An Error Occurred
Approval was partially successful, following selected items could not be processed due to error