Nonlinear effects of team tenure on team psychological safety climate and climate strength: Implications for average team member performance.

No abstract is available for this paper.

• Publication year

  2016

• Venue

  Journal of Applied Psychology

• Publication date

  2016-03-07

• Fields of study

  Medicine, Business, Psychology

• Identifiers
  DOI 10.1037/apl0000097PMID 26949818
• External record

  Open on Semantic Scholar

• Source metadata

  Semantic Scholar, PubMed

• No claims are published for this paper.

• No concepts are published for this paper.

• Organizational Demography

  2017cited by this paper
• Team Psychological Safety and Learning Behavior Survey

  2017influential reference
• When and how does functional diversity influence team innovation? The mediating role of knowledge sharing and the moderation role of affect-based trust in a team

  2016cited by this paper
• Exploring the Impact of Trust on Safe Sex for Women in Long-term Stable Relationships in a Rural Eastern Cape Setting

  2016cited by this paper
• Effect size measures for mediation models : a critical evaluation of κ 2

  2015cited by this paper
• When feeling safe isn’t enough

  2015cited by this paper
• The Moderating Effects of Age in the Relationships of Job Autonomy to Work Outcomes

  2015cited by this paper
• Forging a Single-Edged Sword: Facilitating Positive Age and Disability Diversity Effects in the Workplace Through Leadership, Positive Climates, and HR Practices

  2015cited by this paper
• Climate uniformity: its influence on team communication quality, task conflict, and team performance.

  2014cited by this paper
• Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct

  2014cited by this paper
• Statistical significance criteria for the rWG and average deviation interrater agreement indices.

  2014cited by this paper
• Reliability estimation in a multilevel confirmatory factor analysis framework.

  2014influential reference
• Behavioral Integrity for Safety Measure

  2014cited by this paper
• New Venture Teams

  2014cited by this paper
• Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams

  2013cited by this paper
• The Structural Context of Team Learning: Effects of Organizational and Team Structure on Internal and External Learning

  2013cited by this paper
• Exploring the impact of trust on research scientists' work engagement: Evidence from Irish science research centres

  2013cited by this paper
• What happens when you trust your supervisor? Mediators of individual performance in trust relationships

  2013cited by this paper
• Psychological Safety, Knowledge Sharing, and Creative Performance in Healthcare Teams

  2012cited by this paper
• Beyond Team Types and Taxonomies: A Dimensional Scaling Conceptualization for Team Description

  2012cited by this paper
• Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination

  2012cited by this paper
• Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures

  2012cited by this paper
• THE SECOND GENERATION

  2012cited by this paper
• Behavioral integrity for safety, priority of safety, psychological safety, and patient safety: a team-level study.

  2012cited by this paper
• Supervisors' upward exchange relationships and subordinate outcomes: testing the multilevel mediation role of empowerment.

  2012cited by this paper
• The Coevolution of Network Ties and Perceptions of Team Psychological Safety

  2012influential reference
• Unfolding the Proactive Process for Creativity

  2012cited by this paper
• Reaping the benefits of task conflict in teams: the critical role of team psychological safety climate.

  2012influential reference
• The Forgiving Organization: A Multilevel Model of Forgiveness at Work

  2012cited by this paper
• Justice in Self-Managing Teams: The Role of Social Networks in the Emergence of Procedural Justice Climates

  2012cited by this paper
• Deep-Level Team Composition and Innovation

  2012cited by this paper
• Creative self-efficacy and individual creativity in team contexts: cross-level interactions with team informational resources.

  2012cited by this paper
• Rating leniency and halo in multisource feedback ratings: testing cultural assumptions of power distance and individualism-collectivism.

  2011cited by this paper
• Cognition-based and affect-based trust as mediators of leader behavior influences on team performance.

  2011influential reference
• Prologue: Stability and change*

  2011cited by this paper
• Effect size measures for mediation models: quantitative strategies for communicating indirect effects.

  2011cited by this paper
• Team Exploratory and Exploitative Learning: Psychological Safety, Task Conflict, and Team Performance

  2011cited by this paper
• Getting Specific about Demographic Diversity Variable and Team Performance Relationships: A Meta-Analysis

  2011influential reference
• Structure and Learning in Self-Managed Teams: Why "Bureaucratic" Teams Can Be Better Learners

  2010influential reference
• EFFICACY DISPERSION IN TEAMS: MOVING BEYOND AGREEMENT AND AGGREGATION

  2010cited by this paper
• A general multilevel SEM framework for assessing multilevel mediation.

  2010influential reference
• Building the infrastructure: the effects of role identification behaviors on team cognition development and performance.

  2010cited by this paper
• High‐quality relationships, psychological safety, and learning from failures in work organizations

  2009cited by this paper
• Boundary work in knowledge teams.

  2009cited by this paper
• Trust in Supervisors and Trust in Customers: Their Independent, Relative, and Joint Effects on Employee Performance and Creativity

  2009cited by this paper
• Team-level predictors of innovation at work: a comprehensive meta-analysis spanning three decades of research.

  2009cited by this paper
• So Why Ask Me? Are Self-Report Data Really That Bad?

  2009cited by this paper
• Learning behaviours in the workplace: The role of high-quality interpersonal relationships and psychological safety

  2009cited by this paper
• Trust in Supervisors and Task Performance: How Trust Affects Performance

  2008cited by this paper
• Transformational leadership and group interaction as climate antecedents: a social network analysis.

  2008cited by this paper
• Answers to 20 Questions About Interrater Reliability and Interrater Agreement

  2008cited by this paper
• Climate strength – How leaders form consensus

  2008cited by this paper
• Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future

  2008cited by this paper
• Centering predictor variables in cross-sectional multilevel models: a new look at an old issue.

  2007cited by this paper
• Stability and change in person-team and person-role fit over time: the effects of growth satisfaction, performance, and general self-efficacy.

  2007cited by this paper
• What's the difference? Diversity constructs as separation, variety, or disparity in organizations.

  2007cited by this paper
• You have printed the following article : Why Differences Make a Difference : A Field Study of Diversity , Conflict , and Performance in Workgroups

  2007cited by this paper
• Implementing New Practices: An Empirical Study of Organizational Learning in Hospital Intensive Care Units

  2007cited by this paper
• Work group diversity.

  2007cited by this paper
• LEVEL AND DISPERSION OF SATISFACTION IN TEAMS: USING FOCI AND SOCIAL CONTEXT TO EXPLAIN THE SATISFACTION-ABSENTEEISM RELATIONSHIP

  2007cited by this paper
• Leader-member exchange and member performance: a new look at individual-level negative feedback-seeking behavior and team-level empowerment climate.

  2007cited by this paper
• Does the Measure of Dispersion Matter in Multilevel Research? A Comparison of the Relative Performance of Dispersion Indexes

  2007cited by this paper
• Interacting dimensions of diversity: Cross-categorization and the functioning of diverse work groups

  2007cited by this paper
• Social Capital, Psychological Safety and Learning Behaviours from Failure in Organisations

  2007cited by this paper
• Unpacking the Concept of Virtuality: The Effects of Geographic Dispersion, Electronic Dependence, Dynamic Structure, and National Diversity on Team Innovation

  2006cited by this paper
• Enhancing the Effectiveness of Work Groups and Teams

  2006cited by this paper
• Relationships between climate, process, and performance in continuous quality improvement groups

  2006cited by this paper
• When organizational climate is unambiguous, it is also strong.

  2006cited by this paper
• Toward a Systems Theory of Motivated Behavior in Work Teams

  2006cited by this paper
• Justice in teams : The activation and role of sensemaking in the emergence of justice climates

  2006cited by this paper
• Explaining Psychological Safety in Innovation Teams: Organizational Culture, Team Dynamics, or Personality?

  2006cited by this paper
• Computational Tools for Probing Interactions in Multiple Linear Regression, Multilevel Modeling, and Latent Curve Analysis

  2006cited by this paper
• Understanding team adaptation: a conceptual analysis and model.

  2006cited by this paper
• Modeling the Multilevel Determinants of Top Management Team Behavioral Integration

  2005cited by this paper
• ORGANIZATIONS: From Input-Process-Output Models to IMOI Models

  2005cited by this paper
• Cross-Cultural Differences in Relationship- and Group-Based Trust

  2005cited by this paper
• Interacting Dimensions of Diversity: Cross-Categorization and the Effects of Informational Diversity

  2005cited by this paper
• Employees' goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction

  2004cited by this paper
• The Mixed Effects of Inconsistency on Experimentation in Organizations

  2004cited by this paper
• Learning from Mistakes is Easier Said than Done

  2004cited by this paper
• The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work

  2004cited by this paper
• Work group diversity and group performance: an integrative model and research agenda.

  2004cited by this paper
• Psychological Safety, Trust, and Learning in Organizations: A Group-Level Lens.

  2004influential reference
• Task versus relationship conflict, team performance, and team member satisfaction: a meta-analysis.

  2003cited by this paper
• Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams

  2003cited by this paper
• Work Groups and Teams in Organizations

  2003cited by this paper
• RESEARCH REPORTS Task Versus Relationship Conflict, Team Performance,

  2003cited by this paper
• TIME MATTERS IN TEAM PERFORMANCE: EFFECTS OF MEMBER FAMILIARITY, ENTRAINMENT, AND TASK DISCONTINUITY ON SPEED AND QUALITY

  2003influential reference
• Common method biases in behavioral research: a critical review of the literature and recommended remedies.

  2003cited by this paper
• Intergroup bias.

  2002cited by this paper
• The Local and Variegated Nature of Learning in Organizations: A Group-Level Perspective

  2002cited by this paper
• Climate strength: a new direction for climate research.

  2002influential reference
• An examination of the antecedents and moderator influences of climate strength.

  2002influential reference
• Tacit Knowledge as a Source of Competitive Advantage in the National Basketball Association

  2002cited by this paper
• JUSTICE IN TEAMS: ANTECEDENTS AND CONSEQUENCES OF PROCEDURAL JUSTICE CLIMATE

  2002cited by this paper
• A comparison of methods to test mediation and other intervening variable effects.

  2002cited by this paper
• Disrupted Routines: Team Learning and New Technology Implementation in Hospitals

  2001cited by this paper
• Social Identity and Self-Categorization Processes in Organizational Contexts

  2000cited by this paper
• Climate quality and climate consensus as mediators of the relationship between organizational antecedents and outcomes.

  2000cited by this paper
• COMPARING ALTERNATIVE CONCEPTUALIZATIONS OF FUNCTIONAL DIVERSITY IN MANAGEMENT TEAMS: PROCESS AND PERFORMANCE EFFECTS

  2000influential reference

• AI‐Augmented Leadership: How, Why, and When Leaders' Collaboration With AI Enhances Team Performance

  2026cites this paper
• Evaluating the Effect of Time-Based Surgeon-Team Familiarity on Neurosurgery Outcomes

  2026cites this paper
• Why self-control fails: the effects of self-control depletion on team safety performance in nuclear power plants.

  2026cites this paper
• Developing opportunities in times of crisis: The interactive effects of corporate entrepreneurs' emotional reactions and psychological climates

  2025cites this paper
• Psychological safety and engagement: the importance of collaboration and experience

  2025cites this paper
• Designing AI for team ideation: How content strategy and participation style affect creative performance through team emergent states

  2025cites this paper
• The impact of the glass ceiling phenomenon on project value

  2025cites this paper
• The relationships between psychological safety and work engagement among Generation Z employees in the Jabodetabek area

  2025cites this paper
• The Effect of Psychological Safety Climate on Voice Behavior in Chinese Technology Innovation Companies: Focusing on the Moderating Effect of Guanxi with Team Leaders

  2025cites this paper
• Team Psychological Safety (De)Composition: Connecting Lower-Level Dyadic Perceptions to Higher-Level Beliefs

  2025cites this paper
• Rethinking the top management team demographic faultlines–firm performance relationship: The roles of TMT temporal stability and TMT hierarchical differentiation

  2025cites this paper
• Data Aggregation in Team Research: Theoretical Considerations and Practical Recommendations

  2025cites this paper
• The impact of platform leadership on employee deviant innovation in digital transformation enterprises

  2025cites this paper
• The Impact of Shared Team Task-Specific Experiences on Fire Brigade Rescue Effectiveness

  2025cites this paper
• The mixed blessing of person-team time urgency discrepancy: roles of team performance-prove goal orientation, anxiety, and pride

  2025cites this paper
• Why and how power disparity harm team performance

  2025cites this paper
• The Consequences of Age Discrimination via Perceived Work Ability: Downstream Effects on Well‐Being, Performance, and Motivation

  2024cites this paper
• When shared leadership backfires in new venture teams: the roles of power struggles and functional background diversity

  2024cites this paper
• Duality of Workload in Teams: A Daily Investigation of Team Workload and Team Functioning

  2024cites this paper
• Centralization or decentralization? Power allocation in team innovation management

  2024cites this paper
• Do Nuanced Perspectives of Diversity Management Practices Warrant Inclusivity in Multigenerational Organizations? A Meta-Analytic Review

  2024cites this paper
• Toward a better understanding of self‐regulation promoting interventions: When performance management and job crafting meet

  2024cites this paper
• Motivational strivings, human resource management practices, and job performance: An advancement of the theory of purposeful work behavior

  2024cites this paper
• The Impacts of Work-Family Conflict and Corporate Innovation on Organizational Performance

  2024cites this paper
• It's about the process, not the product: A meta-analytic investigation of team demographic diversity and processes

  2024cites this paper
• Doing Good and Doing Well? CSR Climate as a Driver of Team Empowerment and Team Performance

  2024cites this paper
• Does inclusive leadership influence employee innovation? A multilevel investigation

  2024cites this paper
• From “FIBER” to “FIRE”: construct validation and refinement of the socioemotional wealth scale in family firms

  2024cites this paper
• The negative mechanism of power disparity on team conflict

  2024cites this paper
• Entrepreneurial team personality-faultline strength and performance: the non-linear relationship and boundary conditions

  2024cites this paper
• Linking customer mistreatment to employees’ helping behaviour: a self-efficacy perspective of autonomous and dependent helping

  2023cites this paper
• A noisy theory of asking for help that explains why many feel underwhelmed with the help they receive

  2023cites this paper
• Anger for good? Unethical‐behavior‐targeted leader anger expression and its consequences on team outcomes

  2023cites this paper
• How does fairness promote innovative behavior in organizational change?: The importance of social context

  2023cites this paper
• Welcome to Our (Divided) Team

  2023cites this paper
• Joint Decision-Making and Team Outcomes: Examining Cross-Lagged Relationships and the Roles of Psychological Safety and Participative Leadership

  2023cites this paper
• The more the merrier or too many cooks spoil the pot? A meta‐analytic examination of team size and team effectiveness

  2023cites this paper
• A Multilevel Review of Curvilinear Effects on the Creative Work of Teams

  2022cites this paper
• The relationship between subordinates’ moqi and employees’ safety behaviour — a moderated mediation model

  2022cites this paper
• Let’s Get Physical: Physical Activity as a Team Intervention at Work

  2022cites this paper
• Psychologically Safe for Some, but Not All? The Downsides of Assuming Shared Psychological Safety among Senior Leadership Teams

  2022cites this paper
• The Relative Importance and Interaction of Contextual and Methodological Predictors of Mean rWG for Work Climate

  2022cites this paper
• Trickle-Down Effects of Entrepreneurial Bricolage and Business Model Innovation on Employee Creativity: Evidence From Entrepreneurial Internet Firms in China

  2022cites this paper
• Endogenous Moderator Models: What They are, What They Aren’t, and Why it Matters

  2022cites this paper
• Does duration of team governance decrease corporate carbon emission intensity

  2022cites this paper
• Understanding the properties and processes of a creative teacher team

  2022cites this paper
• A cross-level study of the relationship between ethical leadership and employee constructive deviance: Effects of moral self-efficacy and psychological safety climate

  2022cites this paper
• Safe Among the Unsafe: Psychological Safety Climate Strength Matters for Team Performance

  2022influential citation
• Occupational Health and Well-being Questionnaire (OHWQ): an instrument to assess psychosocial risk and protective factors in the workplace.

  2022cites this paper
• Thinking outside the box helps build social connections: The role of creative mindsets in reducing daily rudeness

  2022cites this paper
• Teammate conscientiousness diversity depletes team cohesion: the mediating effect of intra-team trust and the moderating effect of team coaching

  2021cites this paper
• A theory of HR co-creation

  2021cites this paper
• How Leaders’ Positive Feedback Influences Employees’ Innovative Behavior: The Mediating Role of Voice Behavior and Job Autonomy

  2021cites this paper
• Teams in the wild are not extinct, but challenging to research: A guide for conducting impactful team field research with 10 recommendations and 10 best practices

  2021cites this paper
• Leading against gender stereotypes: the positively deviant effect of female leaders’ personal need for structure on average team member performance

  2021cites this paper
• Psychological safety and individual performance: the mediating effect of intrapreneurial behavior

  2021cites this paper
• The double-edged sword effect of psychological safety climate: a theoretical framework

  2021cites this paper
• Task interdependence and Moqi in virtual teams in China: the mediating role of virtual collaboration and the moderating role of distributive justice climate

  2021cites this paper
• Entrepreneurial Team Knowledge Diversity and Creativity: A Multilevel Analysis of Knowledge Sharing, Individual Creativity, and Team Creativity

  2021cites this paper
• The Interactive Effect of Organizational Identification and Organizational Climate on Employees' Taking Charge Behavior: A Complexity Perspective

  2021cites this paper
• Combating workplace loneliness climate and enhancing team performance: The roles of leader humor and team bureaucratic practices

  2021cites this paper
• Comparative effects of knowledge-based antecedents in different realms of CMMI-based software process improvement success

  2021cites this paper
• Outcomes of a Proximal Workplace Intervention Against Workplace Bullying and Harassment: A Protocol for a Cluster Randomized Controlled Trial Among Norwegian Industrial Workers

  2020cites this paper
• The Moderating Role of Communication Transparency in the Relationship Between Political Skill of Leaders and Workplace Ostracism

  2020cites this paper
• Enhancing creativity in organizations: the role of the need for cognition

  2020cites this paper
• Team cultural intelligence and team innovative work behavior: The impact of team size and team tenure within multicultural teams

  2020cites this paper
• Calibration Bias and the Interpretation of Clinical Learning Environment Perceptions Surveys.

  2020cites this paper
• Team Emergent States: What Has Emerged in The Literature Over 20 Years

  2020cites this paper
• Team job‐related anxiety and creativity: Investigating team‐level and cross‐level moderated curvilinear relationships

  2020cites this paper
• Silent Counterattack: The Impact of Workplace Bullying on Employee Silence

  2020cites this paper
• Tenure matters for team cohesion and performance: the moderating role of trust in the coach

  2020influential citation
• The impact of identity leadership on team functioning and well-being in team sport: Is psychological safety the missing link?

  2020cites this paper
• The Enactment of Knowledge Sharing: The Roles of Psychological Availability and Team Psychological Safety Climate

  2020cites this paper
• Building Psychological Safety Through Training Interventions: Manage the Team, Not Just the Project

  2020influential citation
• Are Chinese Teams Like Western Teams? Indigenous Management Theory to Leapfrog Essentialist Team Myths

  2020cites this paper
• How Team Structure Can Enhance Performance: Team Longevity’s Moderating Effect and Team Coordination’s Mediating Effect

  2020cites this paper
• Teamwork, psychological safety, and patient safety competency among emergency nurses.

  2020cites this paper
• Does inclusive leadership affect project success? The mediating role of perceived psychological empowerment and psychological safety

  2020cites this paper
• Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate

  2020cites this paper
• It is all about the bottom line: Group bottom‐line mentality, psychological safety, and group creativity

  2020cites this paper
• Exploring the team dynamic learning process in software process tailoring performance

  2020cites this paper
• Teamwork: Education and Training in Healthcare

  2020cites this paper
• Psychosocial Safety Climate and Occupational Health

  2020cites this paper
• A multiplex view of leadership structure in management teams

  2020cites this paper
• Too Unsafe to Monitor? How Board–CEO Cognitive Conflict and Chair Leadership Shape Outside Director Monitoring

  2020cites this paper
• A social network analysis of plural transformational leadership in teams: an exploration of its association with team thriving, learning, commitment and interdependence

  2020cites this paper
• Challenging the "static" quo: Trajectories of engagement in team processes toward a deadline.

  2020cites this paper
• Trickling down: The impact of leaders on individual role clarity through safety climate strength across time

  2020cites this paper
• Entrepreneurial passion diversity in new venture teams: An empirical examination of short- and long-term performance implications

  2020cites this paper
• Exploring the puzzle of civility: Whether and when team civil communication influences team members’ role performance

  2020cites this paper
• Team tenure and team performance: A meta‐analysis and process model

  2020cites this paper
• Configurations of home-country experience, leapfrog strategy, and management team composition for acceleration of international expansion: Evidence from Asian multinational enterprises

  2019cites this paper
• Strategies to Improve Employee Engagement in the Hospitality Industry

  2019cites this paper
• Power disparity and team conflict: The roles of procedural Justice and legitimacy

  2019cites this paper
• The Paradox of Leader-Member Exchange (LMX) Differentiation

  2019cites this paper
• Linking empowering leadership to innovative behavior in professional learning communities: the role of psychological empowerment and team psychological safety

  2019cites this paper
• The Trust Decoder™: An Examination of an Individual's Developmental Readiness to Trust in the Workplace

  2019cites this paper
• Buffering the Breach: Examining the Three-Way Interaction Between Unit Climate Level, Strength, and Psychological Contract Breach

  2019cites this paper
• Linking empowering leadership to innovative behavior in professional learning communities: the role of psychological empowerment and team psychological safety

  2019cites this paper
• Me and my team: the role of social context in psychological contract breach and fulfilment

  2019cites this paper