SummaryPsychological safety is a beneficial social‐psychological state that promotes positive outcomes in the workplace, such as greater information sharing and enhanced organizational learning. Yet, how psychological safety dynamically develops as a process in groups generally and in demographically diverse groups particularly is understudied. Moreover, there is an insufficient understanding of how peer group members—group members who are not the leader—influence the progression and maintenance of psychological safety. We address these theoretical gaps through an inductive, qualitative study of a group‐based play context. Grounded in data collected from 97 participants, including 56 interviews and 70 h of participant observation, we build a theory that illuminates how psychological safety is co‐created through peer group member interactions during group‐based play. We find that the opportunities afforded by group‐based play disrupt exclusionary dynamics among demographically diverse adults and permit them to shift their relational risk motivation from pursuing goals of individualized self‐protection to pursuing goals of relationship promotion with one another. This breaking out of default, protective relational patterns during group play enables diverse group members to have a greater willingness to (1) engage in relational risk‐taking with each other and (2) support each other's relational risk‐taking—a process we refer to as the relational risk promotion cycle. As diverse group members relationally play off of one another during this cycle, they begin to co‐create a climate of psychological safety, in which they experience discrete events of relaxing and energizing into their differences. Our research makes theoretical contributions to the literatures on psychological safety, diversity in groups and play in organizations. Additionally, our findings suggest a critical role for leaders in which they are not solely creating the conditions for group psychological safety but supporting group members in working together to co‐create a climate of psychological safety for themselves.
{"title":"Relaxing into differences and energizing into differences: How group‐based play enables demographically diverse adults to co‐create a climate of psychological safety","authors":"Adaora Ubaka, M. Teresa Cardador, Sandy J. Wayne","doi":"10.1002/job.2821","DOIUrl":"https://doi.org/10.1002/job.2821","url":null,"abstract":"SummaryPsychological safety is a beneficial social‐psychological state that promotes positive outcomes in the workplace, such as greater information sharing and enhanced organizational learning. Yet, how psychological safety dynamically develops as a process in groups generally and in demographically diverse groups particularly is understudied. Moreover, there is an insufficient understanding of how peer group members—group members who are not the leader—influence the progression and maintenance of psychological safety. We address these theoretical gaps through an inductive, qualitative study of a group‐based play context. Grounded in data collected from 97 participants, including 56 interviews and 70 h of participant observation, we build a theory that illuminates how psychological safety is co‐created through peer group member interactions during group‐based play. We find that the opportunities afforded by group‐based play disrupt exclusionary dynamics among demographically diverse adults and permit them to shift their relational risk motivation from pursuing goals of individualized self‐protection to pursuing goals of relationship promotion with one another. This breaking out of default, protective relational patterns during group play enables diverse group members to have a greater willingness to (1) <jats:italic>engage</jats:italic> in relational risk‐taking with each other and (2) <jats:italic>support</jats:italic> each other's relational risk‐taking—a process we refer to as the <jats:italic>relational risk promotion cycle</jats:italic>. As diverse group members relationally play off of one another during this cycle, they begin to co‐create a climate of psychological safety, in which they experience discrete events of relaxing and energizing into their differences. Our research makes theoretical contributions to the literatures on psychological safety, diversity in groups and play in organizations. Additionally, our findings suggest a critical role for leaders in which they are not solely creating the conditions for group psychological safety but supporting group members in working together to co‐create a climate of psychological safety for themselves.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"39 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141744854","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Alexander B. Hamrick, Sarah Burrows, Jacob A. Waddingham, Craig D. Crossley
Extant scholarship on psychological ownership has primarily focused on the organizational benefits that come from fostering employees' feelings of ownership without having to relinquish ties to actual ownership. It is unclear, however, if feeling like an owner is sufficient to satisfy employees' aspirational ownership intentions. By applying self-verification theory to psychological ownership theory, we investigate how employees' psychological ownership influences their views about being a competent business owner, and the potential double-edged implications for organizations as a result of these self-views. Utilizing two separate studies, we find that psychological ownership is positively associated with entrepreneurial self-efficacy, which, in turn, is positively associated with both entrepreneurial intentions and work performance. Furthermore, results show that employees' past work performance strengthens the positive relationship between psychological ownership and entrepreneurial self-efficacy and the positive indirect relationship between psychological ownership and entrepreneurial intentions through entrepreneurial self-efficacy. We discuss the theoretical and practical implications of fostering psychological ownership with current employees to glean the benefits and negate any potential drawbacks, such as high performers leaving the organization to start their own business.
{"title":"It's my business! The influence of psychological ownership on entrepreneurial intentions and work performance","authors":"Alexander B. Hamrick, Sarah Burrows, Jacob A. Waddingham, Craig D. Crossley","doi":"10.1002/job.2818","DOIUrl":"10.1002/job.2818","url":null,"abstract":"<p>Extant scholarship on psychological ownership has primarily focused on the organizational benefits that come from fostering employees' feelings of ownership without having to relinquish ties to actual ownership. It is unclear, however, if feeling like an owner is sufficient to satisfy employees' aspirational ownership intentions. By applying self-verification theory to psychological ownership theory, we investigate how employees' psychological ownership influences their views about being a competent business owner, and the potential double-edged implications for organizations as a result of these self-views. Utilizing two separate studies, we find that psychological ownership is positively associated with entrepreneurial self-efficacy, which, in turn, is positively associated with both entrepreneurial intentions and work performance. Furthermore, results show that employees' past work performance strengthens the positive relationship between psychological ownership and entrepreneurial self-efficacy and the positive indirect relationship between psychological ownership and entrepreneurial intentions through entrepreneurial self-efficacy. We discuss the theoretical and practical implications of fostering psychological ownership with current employees to glean the benefits and negate any potential drawbacks, such as high performers leaving the organization to start their own business.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 8","pages":"1208-1230"},"PeriodicalIF":6.2,"publicationDate":"2024-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2818","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141509111","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}