Stimulating Knowledge Sharing by Error Management and Leader-Member Exchange: Psychological Safety as a Mediator
DOI:
https://doi.org/10.24837/pru.v8i2.417Keywords:
knowledge sharing, psychological safety, error management, member exchangeAbstract
The present study investigated how knowledge sharing within teams is related to employees’
perceptions of the work environment. Questionnaires measuring error management, leadermember
exchange (LMX), psychological safety, and knowledge sharing were administered to
159 Dutch and Romanian employees from 51 teams in 8 organizations. Hierarchical regression
analysis showed that error management and LMX were significantly related to knowledge sharing
and that these relationships were mediated by psychological safety. The results for the Dutch
and the Romanian samples were not significantly different. It was concluded that, to stimulate
knowledge sharing, managers should create safety feelings within teams by being more lenient
when subordinates make errors and by building trustful relationships with their subordinates
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References
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A basis for competitive advantage in firms.
Organizational Behavior and Human
Decision Processes, 32, 150–169.
Argote, L., Ingram, P., Levine, J. M., & Moreland, R.
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retaining, and transferring knowledge.
Boston: Kluwer Academic Publishers.
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enough: Climates for initiative and
psychological safety, process innovations,
and firm performance. Journal of
Organizational Behaviour, 24, 45–68.
50
Bakker, M., Leenders, R. T. A. J., Gabbay, S. M.,
Kratzer, J., & Van Engelen, J. M. L. (2006).
Is trust really social capital? Knowledge
sharing in product development projects.
The Learning Organization, 13, 594–605.
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moderator-mediator variable distinction in
social psychological research: Conceptual,
strategic, and statistical considerations.
Journal of Personality and Social
Psychology, 51, 1173–1182.
Bezuijen, X., Van den Berg, P. T., Van Dam, K., &
Thierry, H. (2009). Pygmalion and
employee learning: The role of leader
behaviors. Journal of Management, 35,
1248-1267.
Blau, P. (1964). Exchange and power in social life.
New York: Wiley.
Burke, M. J., & Day, R. R. (1986). A cumulative
study of the effectiveness of managerial
training. Journal of Applied Psychology, 71,
232–245.
Butler, J. K. (1999). Trust expectations, information
sharing, climate of trust, and negotiation
effectiveness and efficiency. Group and
Organization Management, 24, 217–238.
Cannon, M. D., & Edmondson, A. C. (2001).
Confronting failure: Antecedents and
consequences of shared beliefs about
failure in organizational work groups.
Journal of Organizational Behaviour, 22,
161–177.
Carmeli, A., & Gittell, J .H. (2009). High-quality
relationships, psychological safety, and
learning from failures in work organizations.
Journal of Organizational Behavior, 30,
709–729.
Connelly, C. E., & Kelloway, K. (2003). Predictors of
employees’ perceptions of knowledge
sharing cultures. Leadership and
Organizational Development Journal, 24,
294–301.
Dansereau, F., Graen, G., & Haga, W. J. (1975). A
vertical dyad approach to leadership within
formal organizations. Organizational
Behavior and Human Performance, 13, 46–
78.
Dienesch, R. M., & Liden, R. C. (1986).
Leader/member exchange model of
leadership: A critique and further
development. Academy of Management
Review, 11, 618–634.
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, 5–32.
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learning behaviour in work teams.
Administrative Science Quarterly, 44, 350–
383.
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learning: Psychological safety in work
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in organizations (pp. 239–272). New York:
Russell Sage.
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Correlates and construct issues. Journal of
Applied Psychology, 82, 827– 844.
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approach to leadership: Development
of leader-member exchange (LMX) theory of
leadership over 25 years: Applying a multilevel
multi-domain perspective. Leadership
Quarterly, 6, 219–247.
Halbesleben, J. R. B., & Rathert, C. (2008). The role
of continuous quality improvement and
psychological safety in predicting workarounds.
Health Care Management Review,
33, 134-144.
Homans, G. (1961). Social behavior: Its elementary
forms. London: Routledge & Kegan Paul.
Kark, R., & Carmeli, A. (2009). Alive and creating:
The mediating role of vitality and aliveness
in the relationship between psychological
safety and creative work involvement.
Journal of Organizational Behavior, 30,
785–804.
Klein, K. J., & Kozlowski, S. W. J. (2000). Multilevel
theory, research and methods in
organizations: Foundations, extensions and
new directions. San Francisco: Jossey-
Bass.
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Enhancing the effectiveness of work groups
and teams. Psychological Science in the
Public Interest, 7, 77–124.
Liden, R. C., Wayne, S. J., & Sparrowe, R. T.
(2000). An examination of the mediating role
of psychological empowerment on the
relations between the job, interpersonal
relationships, and work outcomes. Journal
of Applied Psychology, 85, 407–416.
May, D. R. (2003). Fostering the human spirit at
work: Toward an understanding of the
influences on employees’ experienced
Studii şi Cercetări
51
meaningfulness at work. Unpublished
manuscript.
May, D. R., Gilson, R .L., & 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, 11–37.Oldham, G. R., &
Cummings, A. (1996). Employee creativity:
Personal and contextual factors at work.
Academy of Management Journal, 39, 607–
634.
Oshri, I., Van Fenema, P., & Kotlarsky, J. (2008).
Knowledge transfer in globally distributed
teams: The role of transactive memory.
Information Systems Journal, 18, 593–616.
Paulus, P. B., & Yang, H. C. (2000). Idea generation
in groups: A basis for creativity in
organizations. Organizational Behavior and
Human Decision Processes, 82, 76–87.
Sitkin, S. B. (1996). Learning through failure: The
strategy of small losses. In M. Cohen & U.
Sproull (Eds.), Organizational Learning (pp.
541–577). Thousand Oaks, CA: Sage.
Sobel, M. E. (1982). Asymptotic confidence intervals
for indirect effects in structural equations
models. In S. Leinhart (Ed.), Sociological
methodology 1982 (pp. 290-312). San
Francisco: Jossey-Bass.
Staples, D. S., & Webster, J. (2008). Exploring the
effects of trust, task interdependence and
virtualness on knowledge sharing in teams.
Information System Journal, 18, 617–
640.
Starkey, K. (1998). What can we learn from the
learning organization? Human Relations,
51, 531–546.
Tolbert, P. S., & Hall, R. H. (2009). Organizations:
Structures, processes, and outcomes.
Upper Saddle River, NJ: Pearson/Prentice
Hall.
Van Dyck, C., Frese, M., Baer, M., & Sonnentag, S.
(2005). Organizational error management
culture and its impact on performance: A
two-study replication. Journal of Applied
Psychology, 90, 1228–1240.
Wegner, D. M. (1987). Transactive memory: A
contemporary analysis of the group mind. In
B. Mullen & G. R. Goethals (Eds.), Theories
of group behavior (pp. 185–208). New
York:Springer-Verlag.
A basis for competitive advantage in firms.
Organizational Behavior and Human
Decision Processes, 32, 150–169.
Argote, L., Ingram, P., Levine, J. M., & Moreland, R.
L. (2000). Organizational learning: Creating,
retaining, and transferring knowledge.
Boston: Kluwer Academic Publishers.
Baer, M., & Frese, M. (2003). Innovation is not
enough: Climates for initiative and
psychological safety, process innovations,
and firm performance. Journal of
Organizational Behaviour, 24, 45–68.
50
Bakker, M., Leenders, R. T. A. J., Gabbay, S. M.,
Kratzer, J., & Van Engelen, J. M. L. (2006).
Is trust really social capital? Knowledge
sharing in product development projects.
The Learning Organization, 13, 594–605.
Baron, R. M., & Kenny, D. A. (1986). The
moderator-mediator variable distinction in
social psychological research: Conceptual,
strategic, and statistical considerations.
Journal of Personality and Social
Psychology, 51, 1173–1182.
Bezuijen, X., Van den Berg, P. T., Van Dam, K., &
Thierry, H. (2009). Pygmalion and
employee learning: The role of leader
behaviors. Journal of Management, 35,
1248-1267.
Blau, P. (1964). Exchange and power in social life.
New York: Wiley.
Burke, M. J., & Day, R. R. (1986). A cumulative
study of the effectiveness of managerial
training. Journal of Applied Psychology, 71,
232–245.
Butler, J. K. (1999). Trust expectations, information
sharing, climate of trust, and negotiation
effectiveness and efficiency. Group and
Organization Management, 24, 217–238.
Cannon, M. D., & Edmondson, A. C. (2001).
Confronting failure: Antecedents and
consequences of shared beliefs about
failure in organizational work groups.
Journal of Organizational Behaviour, 22,
161–177.
Carmeli, A., & Gittell, J .H. (2009). High-quality
relationships, psychological safety, and
learning from failures in work organizations.
Journal of Organizational Behavior, 30,
709–729.
Connelly, C. E., & Kelloway, K. (2003). Predictors of
employees’ perceptions of knowledge
sharing cultures. Leadership and
Organizational Development Journal, 24,
294–301.
Dansereau, F., Graen, G., & Haga, W. J. (1975). A
vertical dyad approach to leadership within
formal organizations. Organizational
Behavior and Human Performance, 13, 46–
78.
Dienesch, R. M., & Liden, R. C. (1986).
Leader/member exchange model of
leadership: A critique and further
development. Academy of Management
Review, 11, 618–634.
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, 5–32.
Edmondson, A. C. (1999). Psychological safety and
learning behaviour in work teams.
Administrative Science Quarterly, 44, 350–
383.
Edmondson, A. C. (2003). Managing the risk of
learning: Psychological safety in work
teams. In M. A. West, D. Tjosvold, & K. G.
Smith (Eds.), International handbook of
organizational teamwork and cooperative
working (pp. 255-275). Chichester: Wiley.
Edmondson, A. C. (2004). Psychological safety,
trust and learning: A group-level lens. In R.
Kramer & K. Cook (Eds.), Trust and distrust
in organizations (pp. 239–272). New York:
Russell Sage.
Gerstner, C. R., & Day, D. V. (1997). Meta-analytic
review of leader-member exchange theory:
Correlates and construct issues. Journal of
Applied Psychology, 82, 827– 844.
Graen, G. B., & Uhl-Bien, M. (1995). Relationshipbased
approach to leadership: Development
of leader-member exchange (LMX) theory of
leadership over 25 years: Applying a multilevel
multi-domain perspective. Leadership
Quarterly, 6, 219–247.
Halbesleben, J. R. B., & Rathert, C. (2008). The role
of continuous quality improvement and
psychological safety in predicting workarounds.
Health Care Management Review,
33, 134-144.
Homans, G. (1961). Social behavior: Its elementary
forms. London: Routledge & Kegan Paul.
Kark, R., & Carmeli, A. (2009). Alive and creating:
The mediating role of vitality and aliveness
in the relationship between psychological
safety and creative work involvement.
Journal of Organizational Behavior, 30,
785–804.
Klein, K. J., & Kozlowski, S. W. J. (2000). Multilevel
theory, research and methods in
organizations: Foundations, extensions and
new directions. San Francisco: Jossey-
Bass.
Kozlowski, S. W. J., & Ilgen, D. R. (2006).
Enhancing the effectiveness of work groups
and teams. Psychological Science in the
Public Interest, 7, 77–124.
Liden, R. C., Wayne, S. J., & Sparrowe, R. T.
(2000). An examination of the mediating role
of psychological empowerment on the
relations between the job, interpersonal
relationships, and work outcomes. Journal
of Applied Psychology, 85, 407–416.
May, D. R. (2003). Fostering the human spirit at
work: Toward an understanding of the
influences on employees’ experienced
Studii şi Cercetări
51
meaningfulness at work. Unpublished
manuscript.
May, D. R., Gilson, R .L., & 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, 11–37.Oldham, G. R., &
Cummings, A. (1996). Employee creativity:
Personal and contextual factors at work.
Academy of Management Journal, 39, 607–
634.
Oshri, I., Van Fenema, P., & Kotlarsky, J. (2008).
Knowledge transfer in globally distributed
teams: The role of transactive memory.
Information Systems Journal, 18, 593–616.
Paulus, P. B., & Yang, H. C. (2000). Idea generation
in groups: A basis for creativity in
organizations. Organizational Behavior and
Human Decision Processes, 82, 76–87.
Sitkin, S. B. (1996). Learning through failure: The
strategy of small losses. In M. Cohen & U.
Sproull (Eds.), Organizational Learning (pp.
541–577). Thousand Oaks, CA: Sage.
Sobel, M. E. (1982). Asymptotic confidence intervals
for indirect effects in structural equations
models. In S. Leinhart (Ed.), Sociological
methodology 1982 (pp. 290-312). San
Francisco: Jossey-Bass.
Staples, D. S., & Webster, J. (2008). Exploring the
effects of trust, task interdependence and
virtualness on knowledge sharing in teams.
Information System Journal, 18, 617–
640.
Starkey, K. (1998). What can we learn from the
learning organization? Human Relations,
51, 531–546.
Tolbert, P. S., & Hall, R. H. (2009). Organizations:
Structures, processes, and outcomes.
Upper Saddle River, NJ: Pearson/Prentice
Hall.
Van Dyck, C., Frese, M., Baer, M., & Sonnentag, S.
(2005). Organizational error management
culture and its impact on performance: A
two-study replication. Journal of Applied
Psychology, 90, 1228–1240.
Wegner, D. M. (1987). Transactive memory: A
contemporary analysis of the group mind. In
B. Mullen & G. R. Goethals (Eds.), Theories
of group behavior (pp. 185–208). New
York:Springer-Verlag.
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Published
2020-01-26
How to Cite
van der Berg, P. (2020). Stimulating Knowledge Sharing by Error Management and Leader-Member Exchange: Psychological Safety as a Mediator. Psihologia Resurselor Umane, 8(2), 42–52. https://doi.org/10.24837/pru.v8i2.417
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