The importance of team psychological safety climate for enhancing younger team members’ innovation-related behaviors in South Korea

Abstract

Indigenous cultural nuances such as age-related hierarchies in South Korea have the potential to impact workers’ engagement in innovation-related behaviors (IRBs). We use self-categorization theory to examine both the relationship between employee age and IRBs and the cross-level interaction effects of team psychological safety climate. Using a multilevel sample of 282 South Korean employees working in 65 teams across 45 different organizations in various industries, we find that team psychological safety climate moderates the relationship between age and engaging in IRBs. More specifically, we find that when teams have a weaker psychological safety climate, age is positively related to engaging in IRBs. However, when teams have a stronger psychological safety climate, age is not related to engaging in IRBs. We discuss the implications of these findings for innovation and managing work teams in Eastern contexts.

Cross-level research on the impact of self-serving leadership on employee innovation behavior: The roles of workplace anxiety and team psychological safety

“…In other words, team members are less concerned about interpersonal risks, including negative impressions of themselves, arising from workplace anxiety caused by self-serving leadership. Thus, high levels of team psychological safety can effectively relieve employees' fear of a negative impact (Moake et al, 2019 ); self-control of resource consumption provides relief. In addition, as an organizational support resource, team psychological safety can help replenish the resource depletion caused by the anxiety of team members (Grandey et al, 2012 ).…”

sécurité psychologique au travail : une perspective théorique

“…Par exemple, Moake et al (2019) ont révélé que la sécurité psychologique protège contre les effets potentiellement négatifs de la diversité liée à l'âge. En outre, les personnes appartenant à des groupes minoritaires perçoivent généralement une sécurité psychologique inférieure à celle des employés caucasiens (Derickson et al, 2015).…”

The Impact of Paternalistic Leadership on Innovative Work Behavior. A Test of Mediation Model.

“…IWB, thus, is fostered in an environment that provides a risk-free atmosphere to employees (Kanfer & Ackerman, 1989). Previous research has considered a climate that fosters psychological safety among employees as a critical element for enhancing innovative employee behaviors in organizations (Baer & Frese, 2003;Moake et al, 2019;Mansur et al, 2017). Other research has found positive effects on the psychological safety climate for employee IWB (Moake et al, 2019) Hypotheses 5 to 7 concerned the mediation of psychological safety between the dimension of PL and IWB.…”