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How can organizations support employees to engage in learning from failures? In this paper, we draw on the concept of high-quality relationships to explore the relational underpinnings of learning from failures in organizations. We focus on relational coordination as a specific manifestation of high-quality relationships and examine how the relational dimensions of relational coordination—shared goals, shared knowledge, and mutual respect—foster psychological safety and thus enable organizational members to engage in learning from failures. The results of two separate studies support our mediation model where psychological safety mediates the link between high-quality relationships and learning from failures in organizations.

Objectives The aims of this study were to examine reciprocal longitudinal associations between exposure to workplace bullying and symptoms of psychological distress and to investigate how self-labeled victimization from bullying explains the effects of bullying on health. Methods Logistic regression analysis was employed to examine the longitudinal relationships between workplace bullying and psychological distress in a representative cohort sample of 1775 Norwegian employees. The time-lag between baseline and follow-up was two years. Exposure to bullying behavior was measured with the revised version of the Negative Acts Questionnaire. Perceived victimization from bullying was measured by a single self-labeling question. Psychological distress was measured with the 25-item Hopkins Symptom Checklist. All variables were measured at both baseline and follow-up. Results After adjustment for psychological distress at baseline, exposure to bullying behavior [odds ratio (OR) 1.68,95% confidence interval (95% CI) 1.07-2.62) was found to predict subsequent psychological distress. This effect of bullying behaviors disappeared when victimization from bullying (OR 2.47, 95% CI 1.17-5.22) was entered into the regression. Both psychological distress (OR 2.49, 95% CI 1.64-3.80) and victimization (OR 2.61,95% CI 1.42— 4.81) at baseline were associated with increased risks of being a target of bullying behaviors at follow-up. Psychological distress (OR 2.51, 95% CI 1.39-4.52) and bullying behaviors (OR 2.95, 95% CI 1.39-4.52) at follow-up were associated with victimization. Conclusion The mutual relationship between bullying and psychological distress indicates a vicious circle where bullying and distress reinforce their own negative effects. This highlights the importance of early interventions to stop workplace bullying and provide treatment options to employees with psychological distress.

The home-field disadvantage refers to the disadvantage inherent in research that takes a particular cultural group as the starting point or standard for research, including cross-cultural research. We argue that home-field status is a serious handicap that often pushes researchers toward deficit thinking, however good the researchers' intentions may be. In this article, we aim to make this home-field bias more explicit and, in doing so, more avoidable. We discuss three often-overlooked disadvantages that result from this home-field status: the problem of marked versus unmarked culture, the problem of homogenous versus heterogeneous culture, and the problem of regression toward the mean. We also recommend four interventions researchers can apply to avoid the home-field disadvantage or, at the least, attenuate its deleterious effects.

This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety-a shared belief held by members of a team that the team is safe for interpersonal risk taking-and models the effects of team psychological safety and team efficacy together on learning and performance in organizational work teams. Results of a study of 51 work teams in a manufacturing company, measuring antecedent, process, and outcome variables, show that team psychological safety is associated with learning behavior, but team efficacy is not, when controlling for team psychological safety. As predicted, learning behavior mediates between team psychological safety and team performance. The results support an integrative perspective in which both team structures, such as context support and team leader coaching, and shared beliefs shape team outcomes.

This paper examines the theoretical and empirical relationships between employees' trust in their employers and their experiences of psychological contract breach by their employers, using data from a longitudinal field of 125 newly hired managers. Data were collected at three points in time over a two-and-a-half-year period: after the new hires negotiated and accepted an offer of employment; after 18 months on the job; and after 30 months on the job. Results show that the relationship between trust and psychological contract breach is strong and multifaceted. Initial trust in one's employer at time of hire was negatively related to psychological contract breach after 18 months on the job. Further, trust (along with unmet expectations) mediated the relationship between psychological contract breach and employees' subsequent contributions to the firm. Finally, initial trust in one's employer at the time of hire moderated the relationship between psychological contract breach and subsequent trust such that those with high initial trust experienced less decline in trust after a breach than did those with low initial trust.

This study examined how leaders' moral competence is linked to employees' task performance and organizational citizenship behaviors. Based on a sample of 102 employee—supervisor pairs from seven organizations in South Korea, the results of this study revealed that leaders' moral competence was positively associated with employees' task performance and organizational citizenship behaviors toward leaders (OCBS). As expected, employees' psychological empowerment partially mediated the relationship between leaders' moral competence and employees' task performance and OCBS. Furthermore, person—supervisor fit (PS fit) moderated the relationship between leaders' moral competence and employees' psychological empowerment such that the relationships became stronger for individuals higher rather than lower in PS fit.

This research examines whether the relationships between psychological contract violations and three types of employee behavior (intention to quit, neglect of in-role job duties, and organizational citizenship behaviors) are mediated by unmet expectations and job dissatisfaction. Using a sample of over 800 managers from a wide variety of research sites, this study tests for mediator effects using both hierarchical regression analyses and structural equation modelling. The results suggest that unmet expectations and job dissatisfaction do partially mediate such relationships.

We measure the degree of overconfidence in judgement (in the form of miscalibration, i.e. the tendency to overestimate the precision of one's information) and self-monitoring (a form of attentiveness to social cues) of 245 participants and also observe their behaviour in an experimental financial market under asymmetric information. Miscalibrated traders, underestimating the conditional uncertainty about the asset value, are expected to be especially vulnerable to the winner's curse. High self-monitors are expected to behave strategically and achieve superior results. Our empirical results show that miscalibration reduces and self-monitoring enhances trading performance. The effect of the psychological variables is strong for men but non-existent for women.

The research determined the relationship of caregiving burden, spirituality and psychological well-being of parents of Pakistani thalassemic patients in a crosssectional research design. The sociodemographic form, Montgomery–Borgatta burden measure (Montgomery et al. in Who should care for the elderly? An east-west value divide. World Scientific, River Edge, pp 27–54, 2000), Multidimensional Measure of Islamic Spirituality (Dasti and Sitwat in J Muslim Ment Health 8(2):47–67, 2014. doi:10.3998/jmmh.10381607.0008.204) and Ryff Scale of Psychological Well-being (Ryff in J Pers Soc Psychol 57(6):1069–1081, 1989. doi:10.1037/0022-3514.57.6.1069) were administered on a sample of 80 parents (32 fathers and 48 mothers) recruited from different Thalassemic Centers of Lahore city, Pakistan. Data were analyzed through correlation and mediational analyses. Results indicated that the caregiver burden was negatively correlated with the psychological well-being and the domains of spirituality, while the psychological wellbeing and spirituality were positively correlated. We identified that the caregiver burden has direct effect on the psychological well-being of the parents and it influences the psychological well-being through the pathway of the two domains of spirituality, i.e., self-discipline and meanness–generosity. These results highlighted the role of spirituality upon the psychological well-being of caregivers, which could be utilized to prevent pathological influences (such as hard feelings, hopelessness, depressed mood, anxiety, and relationship problems) of caregiver burden and enhance psychological well-being through spiritual counseling. Caregivers can work on their well-being and burden by disciplining their lives and forgoing hard feelings toward others.

We present the results of an experiment that attempts to measure the social value of groups. In the experiment, group membership is induced artificially: subjects interact with insiders and outsiders in trust games and periodically enter markets where they can trade group membership. We find that trust falls with groups because of negative discrimination against outsiders. Against this, however, there is evidence that group membership provides a psychological benefit, albeit one that may induce social inertia. Overall, the welfare effects of groups are at best neutral and could be negative.