High‐quality relationships, psychological safety, and learning from failures in work organizations

By Abraham Carmeli, Jody Hoffer Gittell. 2009

785 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ea9d19c400cea849e885a5701f4dabfd490f3e9f

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures (2012, background): “While researchers have called for deeper study of learning from failures (Baumard & Starbuck, 2005; Carmeli & Gittell, 2009; Tucker & Edmondson, 2003), this topic is still in a nascent stage and there is relatively little research on this phenomenon in work groups (Carmeli, 2007).”
Supervisor Prosocial Motivation, Employee Thriving, and Helping Behavior: A Trickle-Down Model of Psychological Safety (2018, background): “An organizational environment where making a mistake does not prevent an individual from trying again will foster learning (Carmeli et al., 2009; Carmeli & Gittell, 2009; Edmondson, 1999), enabling employees to make continuous improvements (Buckler, 1996).”
Psychological Safe Environment: A Concept Analysis (2018, background): “Fostering psychological safety within organizations allows for employees to learn from their mistakes (Carmeli & Gittell, 2009); however, fear of repercussions from failure impedes the concept of a safe environment, thereby missing the opportunity to use a failure as a source of learning.”
How Do Leaders Influence Innovation and Creativity in Employees? The Mediating Role of Intrinsic Motivation (2021, background): “Thus, psychological safety is often developed by relational leadership (IL) and functions as a key sociopsychological mechanism that enables employees to be creative without going through interpersonal coercions and developing defensive orientation against those (Carmeli & Gittell, 2009).”
Transformational leadership, innovative work behavior, and employee well-being (2013, background): “…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 (Detert and Burris 2007), and further increasing productivity through greater…”
Coactive Vicarious Learning: Toward a Relational Theory of Vicarious Learning in Organizations (2017, background): “…in the relationship that facilitates more effective discussion in the current interaction, while also strengthening the relationship between the model and learner for future CVL interactions (as an example, see Carmeli & Gittell, 2009 for a discussion of high quality connections and learning).”
Social capital and innovation in R&D teams: the mediating roles of psychological safety and learning from mistakes (2013, positive): “Drawing from the concept of high quality relationships similar to the construct of social capital, Carmeli and Gittell (2009) have identified a mutual reinforcing process of interactions between relationships and communication carried out for the purpose of task integration, where high-quality…”