Abstracts
Résumé
Un nombre croissant de travaux se sont consacrés à la compréhension de la sécurité psychologique au travail, à l’identification des facteurs qui y contribuent et à l’examen de ses répercussions sur les individus, les équipes et les organisations. Toutefois, à notre connaissance, il n’existe aucune documentation en français qui fournit un aperçu de la littérature existante en matière de sécurité psychologique au travail. Cet article à perspective théorique vise donc à combler cette lacune en introduisant un bilan des connaissances actuelles sur le contexte et les définitions de la sécurité psychologique, ses bienfaits, ses déterminants, ainsi que les conditions (dé)favorables à la sécurité psychologique. Cet article suggère également des approches d’intervention pratique et propose de nouvelles pistes de recherche en ce qui a trait à la sécurité psychologique au travail.
Mots-clés :
- Sécurité psychologique au travail
Abstract
A growing number of studies have been dedicated to understanding psychological safety at work, identifying the factors that contribute to it and examining its impact on individuals, teams and organizations. However, to our knowledge, there is no documentation in French that provides an overview of the existing literature on psychological safety at work. This article, with a theoretical perspective, therefore aims to fill this gap by introducing an overview of current knowledge on the context and definitions of psychological safety, its benefits, its determinants, and both the favourable and unfavourable conditions for psychological safety. This article also suggests practical intervention approaches and proposes new research avenues of research regarding psychological safety at work.
Appendices
Bibliographie
- Akan, O. H., Jack, E. P. et Mehta, A. (2020). Concrescent conversation environment, psychological safety, and team effectiveness: examining a mediation model. Team Performance Management: An International Journal, 26(1/2), 29-51. https://doi.org/10.1108/TPM-07-2019-0079
- Appelbaum, N. P., Dow, A., Mazmanian, P. E., Jundt, D. K. et Appelbaum, E. N. (2016). The effects of power, leadership, and psychological safety on resident event reporting. Medical Education, 50(3), 343–350. https://doi.org/10.1111/medu.12947
- Ashford, S. J., Sutcliffe, K. M. et Christianson, M. K. (2009). Speaking up and speaking out: The leadership dynamics of voice in organizations. In Greenberg, J., et Edwards, M. S. (Eds.). Voice and silence in organizations. (pp. 175-202). Emerald Group Publishing.
- Atwal, A. et Caldwell, K. (2005). Do all health and social care professionals interact equally: a study of interactions in multidisciplinary teams in the United Kingdom. Scandinavian Journal of Caring Sciences, 19(3), 268–73. https://doi.org/10.1111/j.1471-6712.2005.00338.x
- Baer, M. et Frese, M. (2003). Innovation is not enough: Climates for initiative and psychological safety, process innovations, and firm performance. Journal of Organizational Behavior, 24(1), 45–68. https://doi.org/10.1002/job.179
- Bareil, C. (2009). Décoder les préoccupations et les résistances à l’égard des changements. Gestion, 34(4), 32-38. https://doi.org/10.3917/riges.344.0032
- Bani-Melhem, S., Shamsudin, F. M., Abukhait, R. M. et Quratulain, S. (2021). Paranoid personality and frontline employee’s proactive work behaviours: a moderated mediation model of empathetic leadership and perceived psychological safety. Journal of Service Theory and Practice, 31(1), 113–35. https://doi.org/10.1108/JSTP-05-2020-0104
- Bezuijen, X. M., van Dam, K., van den Berg, P. T. et Thierry, H. (2010). How leaders stimulate employee learning: A leader-member exchange approach. Journal of Occupational and Organizational Psychology, 83(3), 673-693. https://doi.org/10.1348/096317909X468099
- Bienefeld, N. et Grote, G. (2014). Speaking up in ad hoc multiteam systems: Individual level effects of psychological safety, status, and leadership within and across teams. European Journal of Work and Organizational Psychology, 23(6), 930–945. https://doi.org/10.1080/1359432X.2013.808398
- Bradley, B. H., Postlethwaite, B. E., Klotz, A. C., Hamdani, M. R. et Brown, K. G. (2012). Reaping the benefits of task conflict in teams: The critical role of team psychological safety climate. Journal of Applied Psychology, 97(1), 151–158. https://doi.org/10.1037/a0024200
- Brown, S. P. et Leigh, T. W. (1996). A new look at psychological climate and its relationship to job involvement, effort, and performance. Journal of Applied Psychology, 81 (4), 358–368. https://doi.org/10.1037/0021-9010.81.4.358
- Buljac-Samardžić, M., Dekker-van Doorn, C. et Van Wijngaarden, J. (2018). Detach yourself: The positive effect of psychological detachment on patient safety in long-term care. Journal of Patient Safety, 17(7), 490-496. https://doi.org10.1097/PTS.0000000000000479
- Bunderson, J. S. et Boumgarden, P. (2010). Structure and learning in self-managed teams: Why “bureaucratic” teams can be better learners. Organization Science, 21(3), 609–624. https://doi.org/10.1287/orsc.1090.0483
- Carmeli, A., Brueller, D. et Dutton, J. E. (2009). Learning behaviours in the workplace: The role of high-quality interpersonal relationships and psychological safety. Systems Research and Behavioral Science, 26(1), 81–98. https://doi.org/10.1002/sres.932
- Carmeli, A., Reiter-Palmon, R. et Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250–260. https://doi.org/10.1080/10400419.2010.504654
- Castro, D. R., Anseel, F., Kluger, A. N., Lloyd, K. J. et Turjeman-Levi, Y. (2018). Mere listening effect on creativity and the mediating role of psychological safety. Psychology of Aesthetics, Creativity, and the Arts, 12(4), 489–502. https://doi.org/10.1037/aca0000177
- Cataldo, C.G., Raelin, J.D. et Lambert, M. (2009). Reinvigorating the struggling organization: the unification of Schein’s oeuvre into a diagnostic model. Journal of Applied Behavioral Science, 45(1), 122-140. https://doi.org/10.1177/0021886308328849
- Cave, D., Pearson, H., Whitehead, P. et Rahim-Jamal, S. (2016). CENTRE: creating psychological safety in groups. Clinical Teacher, 13(6), 427-431. https://doi.org/10.1111/tct.12465
- Chandrasekaran, A. et Mishra, A. (2012). Task design, team context, and psychological safety: An empirical analysis of R&D projects in high technology organizations. Production and Operations Management, 21(6), 977–996. https://doi.org/10.1111/j.1937-5956.2012.01329.x
- Chen, C., Liao, J. et 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. International Journal of Human Resource Management, 25(8), 1112–1130. http://dx.doi.org/10.1080/09585192.2013.816861
- Collins, C. J. et Smith, K. G. (2006). Knowledge exchange and combination: the role of human resource practices in the performance of high-technology firms. Academy of Management Journal, 49(3), 544-560. https://doi.org/10.5465/amj.2006.21794671
- Daniels, M. et Greguras, G. (2014). Exploring the nature of power distance: implications for micro- and macro-level theories, processes, and outcomes. Journal of Management, 40(5), 1202-1229. https://doi.org/10.1177/0149206314527131
- De Clercq, D. et Rius, I. B. (2007). Organizational commitment in Mexican small and medium-sized firms: The role of work status, organizational climate, and entrepreneurial orientation. Journal of Small Business Management, 45(4), 467-490.
- Derickson, R., Fishman, J., Osatuke, K., Teclaw, R. et Ramsel, D. (2015). Psychological safety and error reporting within veterans health administration hospitals. Journal of Patient Safety, 11(1), 60-66. https://www.jstor.org/stable/26633079
- Detert, J. R., et Burris E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50(4), 869-884. https://doi.org/10.5465/amj.2007.26279183
- Detert, J. R. et Edmondson, A. C. (2011). Implicit voice theories: taken-for-granted rules of self censorship at work. Academy of Management Journal, 54(3), 461-88. https://doi.org/10.5465/amj.2011.61967925
- Detert, J.R. et Trevino, L.K. (2010). Speaking up to higher-ups: how supervisors and skip-level leaders influence employee voice. Organization Science 21(1), 249-270. https://doi.org/10.1287/orsc.1080.0405
- Dutton, J. et Heaphy, E. (2003). The power of high-quality relationships at work. Positive Organizational Scholarship, 263–278.
- Edmondson, A.C. et Bransby, D.P. (2023). Psychological safety comes of age: observed themes in an established literature. Annual review of Organizational Psychology and Organizational Behavior, 10, 55-78. https://doi.org/10.1146/annurev-orgpsych-120920-055217
- Edmondson, A. C. (1996). Learning from mistakes is easier said than done: group and organizational influences on the detection and correction of human error. Journal of Applied Behavioral Science, 32(1), 5-28.
- Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
- Edmondson, A. C. (2002). The local and variegated nature of learning in organizations: A group-level perspective. Organization Science, 13(2), 128-146. http://dx.doi.org/10.1287/orsc.13.2.128.530
- Edmondson, A. C. (2003). Speaking up in the operating room: how team leaders promote learning in interdisciplinary action teams. Journal of Management Studies, 40(6), 1419-1452. https://doi.org/10.1111/1467-6486.00386
- Edmondson, A. C. (2011). Strategies for learning from failure. Harvard business review, 89(4), 48-55.
- Edmondson, A. C. (2019). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. John Wiley & Sons.
- Edmondson, A. C. et Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1, 23-43. https://doi.org/10.1146/annurev-orgpsych-031413-091305
- Fleştea, A. M., Curşeu, P. L. et Fodor, O. C. (2017). The bittersweet effect of power disparity: Implications for emergent states in collaborative multi-party systems. Journal of Managerial Psychology, 32(5), 401-416. https://doi.org/10.1108/JMP-09-2016-0289
- Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A. et Vracheva, V. (2017). Psychological safety: A meta-analytic review and extension. Personnel Psychology, 70(1), 113-165. http://dx.doi.org/10.1111/peps.12183
- Friedman, R., Chi, S. C. et Liu, L. A. (2006). An expectancy model of Chinese–American differences in conflict-avoiding. Journal of International Business Studies, 37, 76-91. https://doi.org/10.1057/palgrave.jibs.8400172
- Gonzalez, K., Tillman, C.J. et Holmes, J. J. (2020). Coming home: Why veterans with disabilities withhold workplace accommodation requests. Human Relations, 73(10), 1439-1466. https://doi.org/10.1177/0018726719875810
- González-Romá, V., Fortes-Ferreira, L. et Peiró, J. M. (2009). Team climate, climate strength and team performance. A longitudinal study. Journal of Occupational and Organizational Psychology, 82(3), 511-536. https://doi.org/10.1348/096317908X370025
- Graen, G. B. et Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219-247. http://dx.doi.org/10.1016/1048-9843(95)90036-5
- Gu, Q., Wang, G. G. et Wang, L. (2013). Social capital and innovation in R&D teams: The mediating roles of psychological safety and learning from mistakes. R&D Management, 43(2), 89-102. https://doi.org/10.1111/radm.12002
- Halbesleben, J. R. B. et Rathert, C. (2008). The role of continuous quality improvement and psychological safety in predicting work-arounds. Health Care Management Review, 33(2), 134-144. https://doi.org/10.1097/01.HMR.0000304505.04932.62
- Han, Y., Hao, P., Yang, B. et Liu, W. (2017). How leaders’ transparent behavior influences employee creativity: the mediating roles of psychological safety and ability to focus attention. Journal of Leadership & Organizational Studies, 24(3), 335-44. https://doi.org/10.1177/1548051816670306
- Hassan, S. et Jiang, Z. (2021). Facilitating learning to improve performance of law enforcement workgroups: the role of inclusive leadership behavior. International Public Management Journal, 24(1), 106-130. https://doi.org/10.1080/10967494.2019.1680465
- Hofstede, G. (1980). Culture’s consequences: International differences in work-related values. Beverly Hills, CA: Sage Publications.
- Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, CA: Sage.
- Hora, S., Lemoine, G.J., Xu, N. et Shalley, C.E. (2021). Unlocking and closing the gender gap in creative performance: a multilevel model. Journal of Organizational Behavior, 42(3), 297-312. https://doi.org/10.1002/job.2500
- Hsiung, H. et Tsai, W. (2017). The joint moderating effects of activated negative moods and group voice climate on the relationship between power distance orientation and employee voice behavior. Applied Psychology, 66(3), 487-514. https://doi.org/10.1111/apps.12096
- Hu, Y., Zhu, L., Zhou, M., Li, J., Maguire, P., Sun, H. et Wang, D. (2018). Exploring the influence of ethical leadership on voice behavior: how leader-member exchange, psychological safety and psychological empowerment influence employees’ willingness to speak out. Frontiers in psychology, 9, 1718. https://doi.org/10.3389/fpsyg.2018.01718
- Huang, C. C. et Jiang, P. C. (2012). Exploring the psychological safety of R&D teams: An empirical analysis in Taiwan. Journal of Management & Organization, 18(2), 175-192. https://doi.org/10.5172/jmo.2012.18.2.175
- Iqbal, A., Latif, K.F. et Ahmad, M.S. (2020). Servant leadership and employee innovative behaviour: exploring psychological pathways. Leadership & Organization Development Journal, 41(6), 813-827. https://doi.org/10.1108/LODJ-11-2019-0474
- Ito, A., Sato, K., Yumoto, Y., Sasaki, M. et Ogata, Y. (2022). A concept analysis of psychological safety: further understanding for application to health care. Nursing Open, 9, 467-489. https://doi.org/10.1002/nop2.1086
- Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724. https://doi.org/10.5465/256287
- Kirkman, B., Chen, G., Farh, J., Chen, Z. et Lowe, K. (2009). Individual power distance orientation and follower reactions to transformational leaders: a cross-level, cross-cultural examination. Academy of Management Journal, 52(4), 744-764. https://doi.org/10.5465/amj.2009.43669971
- LaMontagne, A. D., Martin, A., Page, K. M., Reavley, N. J., Noblet, A. J., Milner, A. J., ... et Smith, P. M. (2014). Workplace mental health: Developing an integrated intervention approach. BMC Psychiatry, 14(1), 131. https://doi.org/10.1186/594 1471-244X-14-131
- Leroy, H., Dierynck, B., Anseel, F., Simons, T., Halbesleben, J. R. B. et McCaughey, D. (2012). Behavioral integrity for safety, priority of safety, psychological safety, and patient safety: A team-level study. Journal of Applied Psychology, 97(6), 1273-1281. https://psycnet.apa.org/doi/10.1037/a0030076
- Liang, J., Farh, C. I. C. et Farh, J. L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management Journal, 55(1), 71-92. https://doi.org/10.5465/amj.2010.0176
- Liu, W., Zhang, P., Liao, J., Hao, P. et Mao, J. (2016). Abusive supervision and employee creativity: The mediating role of psychological safety and organizational identification. Management Decision, 54(1), 130-147. https://doi.org/10.1108/MD-09-2013-0443
- Liu, W., Zhu, R. et Yang, Y. (2010). I warn you because I like you: Voice behavior, employee identifications, and transformational leadership. The Leadership Quarterly, 21(1), 189-202. https://doi.org/10.1016/j.leaqua.2009.10.014
- Mao, J., Chiang, J. T., Chen, L., Wu, Y. et 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. Journal of Occupational and Organizational Psychology, 92(1), 52-73. https://doi.org/10.1111/joop.12233
- Martinez, W., Etchegaray, J. M., Thomas, E. J. et al. (2015). Speaking up about patient safety concerns and unprofessional behaviour among residents: validation of two scales. BMJ Quality & Safety, 24(11), 671-80. http://dx.doi.org/10.1136/bmjqs-2015-004253
- May, D. R., Gilson, R. L. et Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology, 77(1), 11-37. https://doi.org/10.1348/096317904322915892
- Moake, T. R., Nahyun, O. et Steele, C. R. (2019). The importance of team psychological safety climate for enhancing younger team members’ innovation-related behaviors in South Korea. International Journal of Cross-Cultural Management, 19(3), 353-368. https://doi.org/10.1177/1470595819887192
- Morrison, E. W. (2014). Employee voice and silence. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 173-197. https://doi.org/10.1146/annurev-orgpsych-031413-091328
- Morrow, S. L., McGonagle, A. K., Dove-Steinkamp, M. L., Walker Jr, C.T, Marmet, M. et Barnes Farrell, J. L. (2010). Relationships between psychological safety climate facets and safety behavior in the rail industry: A dominance analysis. Accident Analysis and Prevention, 42(5), 1460-1467. https://doi.org/10.1016/j.aap.2009.08.011
- Mura, M., Lettieri, E., Radaelli, G. et Spiller, N. (2016). Behavioural operations in healthcare: a knowledge sharing perspective. International Journal of Operations & Production Management, 36(10), 1222-1246. https://doi.org/10.1108/IJOPM-04-2015-0234
- Nembhard, I. M. et Edmondson, A. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941-966. https://doi.org/10.1002/job.413
- Nembhard, I. M. et Edmondson, A. C. (2011). Psychological safety: A foundation for speaking up, collaboration, and experimentation. In K. S. Cameron & G. M. Spreitzer (Eds.). The Oxford handbook of positive organizational scholarship (pp. 491-504). Oxford University Press.
- Newman, A., Donohue, R. et Eva, N. (2017). Psychological safety: a systematic review of the literature. Human Resource Management Review, 27(3), 521-535. http://dx.doi.org/10.1016/j.hrmr.2017.01.001
- O’Donovan, R., De Brún, A. et McAuliffe, E. (2021). Healthcare professionals experience of psychological safety, voice, and silence. Frontiers in Psychology, 12, 626689. https://doi.org/10.3389/fpsyg.2021.626689
- O'Donovan, R. et McAuliffe, E. (2020). A systematic review exploring the content and outcomes of interventions to improve psychological safety, speaking up and voice behaviour. BMC Health Services Research, 20, 1-11. https://doi.org/10.1186/s12913-020-4931-2
- O’Leary, D. F. (2016). Exploring the importance of team psychological safety in the development of two interprofessional teams. Journal of Interprofessional Care, 30(1), 29-34. https://doi.org/10.3109/13561820.2015.1072142
- Pacheco, D.C., Moniz, A.I. et Calderira, S.N. (2015). Silence in organizations and psychological safety: a literature review. European Scientific Journal, 293-308. http://hdl.handle.net/10400.3/3725
- Palanski, M. E. et Vogelgesang, G. R. (2011). Virtuous creativity: The effects of leader behavioural integrity on follower creative thinking and risk taking. Canadian Journal of Administrative Sciences, 28(3), 259-269. https://doi.org/10.1002/cjas.219
- Pearsall, M. J. et Ellis, A. P. J. (2011). Thick as thieves: The effects of ethical orientation and psychological safety on unethical team behaviour. Journal of Applied Psychology, 96(2), 401-411. https://doi.org/10.1037/a0021503
- Pearce, J. et Gregersen, H. (1991). Task interdependence and extrarole behavior: a test of the mediating effects of felt responsibility. Journal of Applied Psychology, 76(6), 838-844. https://doi.org/10.1037/0021-9010.76.6.838
- Premeaux, S. F. et Bedeian, A. G. (2003). Breaking the silence: The moderating effects of self-monitoring in predicting speaking up in the workplace. Journal of Management Studies, 40(6), 1537-1562. https://doi.org/10.1111/1467-6486.00390
- Raes, E., Decuyper, S., Lismont, B., Van den Bossche, P., Kyndt, E., Demeyere, S. et Dochy, F. (2013). Facilitating team learning through transformational leadership. Instructional Science, 41, 287-305. https://doi.org/10.1007/s11251-012-9228-3
- Rathert, C., Ishqaidef, G. et May, D. R. (2009). Improving work environments in health care: Test of a theoretical framework. Health Care Management Review, 34(4), 334-343. https://doi.org/10.1097/HMR.0b013e3181abce2b
- 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 Services Research, 21, 269. https://doi.org/10.1186/s12913-021-06232-7
- Rondeau, A. (2009). L’évolution de la pensée en gestion du changement : leçons pour la mise en oeuvre de changements complexes. Téléscope, 14(3), 1-12.
- Schaubroeck, J., Lam, S. S. K. et Peng, A. C. Y. (2011). Cognition-based and affect-based trust as mediators of leader behavior influences on team performance. Journal of Applied Psychology, 96(4), 863-871. https://doi.org/10.1037/a0022625
- Schein, E. H. et Bennis, W. (1965). Personal and organizational change through group methods. Wiley
- Schein, E. H. (1993). How can organizations learn faster? The challenge of entering the green room. MIT Sloan Management Review, 34, 85–92.
- Schulte, M., Cohen, N. A. et Klein, K. J. (2012). The coevolution of network ties and perceptions of team psychological safety. Organization Science, 23(2), 564-581. https://doi.org/10.1287/orsc.1100.0582
- Shen, Y., Tuuli, M. M., Xia, B., Koh, T. Y. et Rowlinson, S. (2015). Toward a model for forming psychological safety climate in construction project management. International Journal of Project Management, 33(1), 223-235. https://doi.org/10.1016/j.ijproman.2014.04.009
- Sher, A., Gul, S., Riaz, M.K. et Naeem, M. (2019). Psychological safety: a cross-level study of a higher educational institute (HEI). Journal of Management Sciences, 6(1), 30-49. https://doi.org/10.20547/jms.2014.1906103
- Siemsen, E., Roth, A. V., Balasubramanian, S. et Anand, G. (2009). The influence of psychological safety and confidence in knowledge on employee knowledge sharing. Manufacturing & Service Operations Management, 11(3), 429-447. https://doi.org/10.1287/msom.1080.0233
- Simons, T. (2002). Behavioral integrity: The perceived alignment between managers’ words and deeds as a research focus. Organization Science, 13(1), 18-35. https://doi.org/10.1287/orsc.13.1.18.543
- Singh, B., Winkel, D. E. et Selvarajan, T. T. (2013). Managing diversity at work: Does psychological safety hold the key to racial differences in employee performance? Journal of Occupational and Organizational Psychology, 86(2), 242-263. https://doi.org/10.1111/joop.12015
- Spreitzer, G. M. et Porath, C. (2014). Self-determination as a nutriment for thriving: building an integrative model of human growth at work. In Gagné, M. (Eds). The Oxford Handbook of Work Engagement, Motivation, and Self-Determination Theory (pp. 245-258). Oxford University Press.
- Stühlinger, M., Schmutz, J. B., Gudela, G., Dunja, N. et Domenica, F. (2021). To get vaccinated or not? Psychological safety as a catalyst for the alignment between individual beliefs and behavior. Group & Organization Management, 46(1), 38-69. https://doi.org/10.1177/1059601120983964
- Sundu, M., Sagbas, M. et Erdogan, F.A. (2022). The impact of leader-member exchange on psychological safety in the period of Covid-19. Journal of Positive School Psychology, 6(7), 2107-2118.
- Svibovich, A. (2020). Understanding positive organizational change through social construct of psychological safety: an intrapersonal level perspective. 58th International Scientific Conference on Economic and Social Development, Budapest, 04-05 September 2020.
- True, G., Stewart, G.L., Lampman, M., Pelak, M. et Solimeo, S.L. (2014). Teamwork and delegation in medical homes: primary care staff perspectives in the Veterans Health Administration. Journal of General Internal Medicine, 29(2), 632-639. https://doi.org/10.1007/s11606-013-2666-z
- Tu, Y., Lu, X., Choi, J.N. et Guo, W. (2019). Ethical leadership and team-level creativity: mediation of psychological safety climate and moderation of supervisor support for creativity. Journal of Business Ethics, 159(2), 551-565. https://doi.org/10.1007/s10551-018-3839-9
- Ulloa, B. C. R. et Adams, S. G. (2004). Attitude toward teamwork and effective teaming. Team Performance Management, 10(7/8), 145-151. https://doi.org/10.1108/13527590410569869
- Van Dyne, L. et LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management Journal, 41(1), 108-119. https://doi.org/10.5465/256902
- Wang, X., Guchait, P. et Paşamehmetoğlu, A. (2020). Tolerating errors in hospitality organizations: relationships with learning behavior, error reporting and service recovery performance. International Journal of Contemporary Hospitality Management, 32(8), 2635-2655. https://doi.org/10.1108/IJCHM-01-2020-0001
- Weaver, B., Kirk-Brown, A., Goodwin, D. et Oxley, J. (2022). Psychosocial safety behaviour: a scoping review of behaviour-based approaches to workplace psychosocial safety. Journal of Safety Research, 84, 33-40. https://doi.org/10.1016/j.jsr.2022.10.006
- West, M. A. (1990). The social psychology of innovation in groups. In M. A. West & J. L. Farr (Eds.). Innovation and creativity at work: Psychological and organizational strategies (p. 309-333). Wiley.
- Wilkens, R. et London, M. (2006). Relationships between climate, process, and performance in continuous quality improvement groups. Journal of Vocational Behavior, 69(3), 510-523. https://doi.org/10.1016/j.jvb.2006.05.005
- Zhang, Y. X., Fang, Y. L., Wei, K. K. et Chen, H. P. (2010). Exploring the role of psychological safety in promoting the intention to continue sharing knowledge in virtual communities. International Journal of Information Management, 30(5), 425-436. https://doi.org/10.1016/j.ijinfomgt.2010.02.003
- Zhang, Y. et Wan, M. (2021). The double-edged sword effect of psychological safety climate: a theoretical framework. Team Performance Management: An International Journal, 27(5/6), 377-390. https://doi.org/10.1108/TPM-01-2021-0005
- Zeng, H., Zhao, L. et Zhao, Y. (2020). Inclusive leadership and take-charge behavior: Roles of psychological safety and thriving at work. Frontiers in Psychology, 11(62), 1-11. https://doi.org/10.3389/fpsyg.2020.00062