Administrative Science Quarterly
0001-8392
1930-3815
Mỹ
Cơ quản chủ quản: Johnson School at Cornell University , SAGE Publications Inc.
Lĩnh vực:
Public AdministrationArts and Humanities (miscellaneous)Sociology and Political Science
Các bài báo tiêu biểu
Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign
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Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness
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Interorganizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology
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Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms
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Psychological Safety and Learning Behavior in Work Teams 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.
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Comparative Economic Organization: The Analysis of Discrete Structural Alternatives
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