Social Capital, Psychological Safety and Learning Behaviours from Failure in Organisations

By Abraham Carmeli. 2007

226 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/b0f1f3f107daa56478efea2e49fd0e5684dd146e

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In Organizational Behavior and Human Resource Management

Citations in the corpus

CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure (2012, methodology): “To assess team learning from experiences of failures, we adapted three items from the scale used by Carmeli (2007) based on work by Tucker and Edmondson (2003).”
Social capital and innovation in R&D teams: the mediating roles of psychological safety and learning from mistakes (2013, unknown): “For example, Carmeli (2007) has noted social capital’s role in shaping psychological safety and learning from failures.”
Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures (2012, methodology): “Learning from failures is essential because feedback from failure can catalyze change towardmore adaptive practices (Carmeli & Sheaffer, 2008), as well as for improving strategic decisions (Carmeli, Edmondson, & Tishler, 2012). Failures are embedded in the processes through which organizations searc”
COVID-19 event strength, psychological safety, and avoidance coping behaviors for employees in the tourism industry (2021, methodology): “For example, psychological safety, an organism factor, may elicit responses such as coping behaviors, including learning behaviors (Carmeli, 2007; Carmeli et al., 2009), employee involvement (Carmeli et al.”
Inclusive Leadership: How Leaders Sustain or Discourage Work Group Inclusion (2021, background): “Building on Nembhard and Edmondson (2006) and Edmondson’s (2004) ideas about psychological safety, Carmeli et al. (2010) sought to explicate how an inclusive leadership style encourages creativity through building an individual employee’s psychological safety.”
Transformational leadership, innovative work behavior, and employee well-being (2013, background): “2004), affecting the employee’s level of vitality and creativity (Kark and Carmeli 2009), increasing the employee’s ability to seek help and admit errors (Tynan 2005), enabling the ability to learn from failures (Carmeli 2007; Carmeli and Gittell 2009), strengthening the level of employee voice (Det”
Organisational Crisis- Preparedness: The Importance of Learning from Failures (2008, methodology): “To capture learning of a second-order problem-solving type from failures, we used the five-item measure employed by Carmeli based on work by Tucker and Edmondson.33 Sample items are: ‘When an employee makes a mistake, her co-members in the workplace talk to her not for the purpose of blaming, but ra”
Learning behaviours in the workplace: The role of high-quality interpersonal relationships and psychological safety (2009, background): “Although researchers have noted the importance of interpersonal relationships as a facilitator of learning at work, ‘its nature has often been left understudied’ (Carmeli, 2007, p. 41).”
Performance Spillover Effects in Entrepreneurial Networks: Assessing a Dyadic Theory of Social Capital (2010, background): “Learning through failure is well documented (Arino & de la Torre, 1998; Sitkin, 1992), and social capital is also associated with failure-based learning behaviors (Carmeli, 2007).”
Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct (2014, background): “Carmeli (2007) studied organization-level psychological safety; external, internal, and neutral social capital; and failure-based learning.”
Learning From Mistakes: How Mistake Tolerance Positively Affects Organizational Learning and Performance (2017, methodology): “Therefore, a caveat to learning from failure is that organizational members must be given opportunities to make mistakes knowing that mistakes are acceptable and can induce learning (Bosk, 2003; Carmeli, 2007).”
Psychological Safe Environment: A Concept Analysis (2018, background): “This also allows for identification of shared goals among the team members (Carmeli, 2007; Edmondson, 1999), further fostering a psychologically safe learning environment.”