促进全球虚拟团队的心理安全:基于团队的干预和数字提醒的作用

IF 3.6 4区 管理学 Q2 MANAGEMENT
Isabella Seeber, Carolin Fleischmann, Peter Cardon, Jolanta Aritz
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引用次数: 0

摘要

心理安全(PS)是指在团队中能够自如地表达自己的想法或意见,它是全球虚拟团队(GVT)取得成功的一个关键决定因素。尽管关于心理安全的前因后果已有很多知识,但基于团队的干预措施(TBI)和基于技术的干预措施(数字提醒提示,DRN)如何促进团队成员的心理安全仍是未知数。基于一项涉及 235 名参与者的调查,我们的数据显示,TBI 和 DRN 促进了龙8国际娱乐城中的心理安全。然而,只有 TBI 对心理安全的影响可以用更高质量的协调过程来解释。目前仍不清楚是什么因果机制解释了 DRN 的效果。这些研究结果表明 TBI 可促进有效的协调过程,从而为 PS 方面的文献做出了贡献;同时也证明了基于技术的提醒可促进 PS,从而为数字提示方面的文献做出了贡献。
本文章由计算机程序翻译,如有差异,请以英文原文为准。

Fostering Psychological Safety in Global Virtual Teams: The Role of Team-Based Interventions and Digital Reminder Nudges

Fostering Psychological Safety in Global Virtual Teams: The Role of Team-Based Interventions and Digital Reminder Nudges

Psychological safety (PS), the feeling of being comfortable to express one’s ideas or opinions in teams, is a key determinant of successful global virtual teams (GVT). Even though considerable knowledge exists about its antecedents, it is unknown how team-based interventions (TBI) and technology-based interventions (digital reminder nudges, DRN) foster PS among team members. Based on a survey involving 235 participants, our data show that TBI and DRN foster psychological safety in GVT. However, only the effect of TBI on psychological safety can be explained with a higher-quality coordination process. It remains unclear what causal mechanism explains the effect of DRN. These findings contribute to the literature on PS by showing that TBI facilitate effective coordination processes and to the literature on digital nudges by demonstrating that technology-based reminders drive PS.

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来源期刊
CiteScore
5.70
自引率
6.70%
发文量
32
期刊介绍: The idea underlying the journal, Group Decision and Negotiation, emerges from evolving, unifying approaches to group decision and negotiation processes. These processes are complex and self-organizing involving multiplayer, multicriteria, ill-structured, evolving, dynamic problems. Approaches include (1) computer group decision and negotiation support systems (GDNSS), (2) artificial intelligence and management science, (3) applied game theory, experiment and social choice, and (4) cognitive/behavioral sciences in group decision and negotiation. A number of research studies combine two or more of these fields. The journal provides a publication vehicle for theoretical and empirical research, and real-world applications and case studies. In defining the domain of group decision and negotiation, the term `group'' is interpreted to comprise all multiplayer contexts. Thus, organizational decision support systems providing organization-wide support are included. Group decision and negotiation refers to the whole process or flow of activities relevant to group decision and negotiation, not only to the final choice itself, e.g. scanning, communication and information sharing, problem definition (representation) and evolution, alternative generation and social-emotional interaction. Descriptive, normative and design viewpoints are of interest. Thus, Group Decision and Negotiation deals broadly with relation and coordination in group processes. Areas of application include intraorganizational coordination (as in operations management and integrated design, production, finance, marketing and distribution, e.g. as in new products and global coordination), computer supported collaborative work, labor-management negotiations, interorganizational negotiations, (business, government and nonprofits -- e.g. joint ventures), international (intercultural) negotiations, environmental negotiations, etc. The journal also covers developments of software f or group decision and negotiation.
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