Psychological Safety and Learning Behavior in Work Teams

Administrative Science Quarterly - Tập 44 Số 2 - Trang 350-383 - 1999
Amy C. Edmondson1
1Harvard University

Tóm tắt

This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the team is safe for interpersonal risk taking—and models the effects of team psychological safety and team efficacy together on learning and performance in organizational work teams. Results of a study of 51 work teams in a manufacturing company, measuring antecedent, process, and outcome variables, show that team psychological safety is associated with learning behavior, but team efficacy is not, when controlling for team psychological safety. As predicted, learning behavior mediates between team psychological safety and team performance. The results support an integrative perspective in which both team structures, such as context support and team leader coaching, and shared beliefs shape team outcomes.

Từ khóa


Tài liệu tham khảo

Alderfer Clayton P., 1987, Handbook of Organizational Behavior, 190

10.1037/h0033708

10.2307/2393475

Argote Linda, 1999, Groups at Work: Advances in Theory and Research

Argyris Chris, 1982, Reasoning, Learning and Action: Individual and Organizational

1993, Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change

Argyris Chris, 1978, Organizational Learning: A Theory of Action Perspective

10.2307/256442

10.1037/0003-066X.37.2.122

10.1037/0022-3514.51.6.1173

Brown Roger, 1990, The Legacy of Solomon Asch: Essays in Cognition and Social Psychology, 23

10.1037/h0046016

10.1111/j.1744-6570.1993.tb01571.x

10.1177/001872679404700102

Dewey John, 1922, Human Nature and Conduct

1938, Logic: The Theory of Inquiry

Dutton Jane, 1993, Research in Organizational Behavior, 15, 195

10.1177/0021886396321001

10.1177/1350507698291001

10.2307/257089

10.1080/00332747.1955.11023008

Golembiewski Robert T., 1975, Theories of Group Process, 131

Goodman Paul, 1988, Designing Effective Work Groups, 295

Goodman Paul, 1987, Research in Organizational Behavior, 9, 121

10.1111/j.2044-8309.1993.tb00987.x

Hackman, 1987, Handbook of Organizational Behavior, 315

Hackman J. Richard, 1990, Groups that Work (and Those That Don't)

10.2307/2393549

Janis Irving L., 1982, Groupthink, 2

10.1037/0022-3514.48.2.339

10.1177/014920639402000206

Kolb David A., 1984, Experiential Learning

10.1146/annurev.psych.50.1.569

10.1006/obhd.1997.2746

Leonard-Barton Dorothy, 1995, Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation

10.1037/10096-011

10.1146/annurev.so.14.080188.001535

Lindsley Dana H., 1995, Academy of Management Review, 20, 645, 10.2307/258790

10.1287/mnsc.43.4.479

10.5465/amr.1995.9508080335

Michael Donald N., 1976, On Learning to Plan and Planning to Learn

10.2307/2393868

10.1016/0022-1031(90)90063-R

Schein Edgar H., 1993, Sloan Management Review, 34, 85

Schein Edgar H., 1965, Personal and Organizational Change via Group Methods

Schön Donald, 1983, The Reflective Practitioner

Senge Peter M., 1990, The Fifth Discipline: The Art and Practice of the Learning Organization

Sitkin Sim B., 1992, Research in Organizational Behavior, 14, 231

10.1037/0022-3514.53.1.81

10.2307/2392337

10.1016/S0065-2601(08)60283-X

Wageman Ruth, 1998, “The effects of team design and leader behavior on self-managing teams: A field study.”

10.1287/orsc.6.3.280

Watkins Victoria J., 1993, Sculpting the Learning Organization: Lessons in the Art of Systemic Change