Pa ana o nchai, Jin ana; Kohda, Youji; Ja ed, Amna; Udom i id, Kalaya; Pisal
Yen adee
A icle
E ec s o public se ice mo i a ion on R&D p ojec -based eam
lea ning whe e psychological sa e y is a media o and p ojec
managemen s yle is a mode a o
Adminis a i e Sciences
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Sugges ed Ci a ion: Pa ana o nchai, Jin ana; Kohda, Youji; Ja ed, Amna; Udom i id, Kalaya; Pisal
Yen adee (2024) : E ec s o public se ice mo i a ion on R&D p ojec -based eam lea ning whe e
psychological sa e y is a media o and p ojec managemen s yle is a mode a o , Adminis a i e
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E ec s o Public Se ice Mo i a ion
on R&D P ojec -Based Team Lea ning
Whe e Psychological Sa e y Is
a Media o and P ojec Managemen
S yle Is a Mode a o . Adminis a i e
Sciences 14: 93. h ps://doi.o g/
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adminis a i e
sciences
A icle
E ec s o Public Se ice Mo i a ion on R&D P ojec -Based Team
Lea ning Whe e Psychological Sa e y Is a Media o and P ojec
Managemen S yle Is a Mode a o
Jin ana Pa ana o nchai 1,2,*, Youji Kohda 1, Amna Ja ed 1, Kalaya Udom i id 3and Pisal Yen adee 2,*
1School o Knowledge Science, Japan Ad anced Ins i u e o Science and Technology,
Nomi 923-1211, Ishikawa, Japan; [email p o ec ed] (Y.K.); [email p o ec ed] (A.J.)
2School o Manu ac u ing Sys ems and Mechanical Enginee ing, Indus ial Enginee ing and Sma Logis ics,
Si indho n In e na ional Ins i u e o Technology, Thammasa Uni e si y, Pa hum Thani 12120, Thailand
3NECTEC, Na ional Science and Technology De elopmen Agency, Pa hum Thani 12120, Thailand;
[email p o ec ed]. h
*Co espondence: [email p o ec ed] (J.P.); [email p o ec ed] (P.Y.)
Abs ac : While public se ice mo i a ion (PSM) and eamwo k a e widely ecognized as c ucial
d i e s o e ec i e public se ice deli e y, esea che s p ima ily analyze hese ac o s independen ly
and a a pe sonal le el. The exis ing li e a u e a ely explo es he in e play be ween PSM, he
p ojec eam lea ning p ocess (PTLP), and psychological sa e y (PS) wi hin esea ch and de elopmen
(R&D) p ojec eams, pa icula ly in na ional R&D o ganiza ions. This s udy add esses his gap
by p oposing a heo e ical model ha examines he combined e ec o indi idual mo i a ion and
eam collabo a ion, media ed by PS, on R&D PTLP. Addi ionally, i in es iga es he mode a ing
in luence o p ojec managemen (PM) s yles— ully agile and pa ially agile—on hese ela ionships.
The p oposed me hod u ilizes pa ial leas squa es s uc u al equa ion modeling (PLS-SEM) o
quan i a i e da a analysis. Ou indings e ealed a posi i e ela ionship be ween PSM, PS, and
R&D PTLP, wi h PS ac ing as a signi ican media o . No ably, he ela ionship be ween PSM and
R&D PTLP was s onge unde ully agile p ojec managemen compa ed o pa ially agile se ings.
These indings sugges ha bo h p ojec eams and o ganiza ions should p io i ize p omo ing PS
and conside he mode a ing e ec s o p ojec managemen s yles o os e a sus ainable R&D eam
lea ning p ocess, pa icula ly wi hin na ional R&D ins i u ions.
Keywo ds: public se ice mo i a ion; psychological sa e y; p ojec -based eam lea ning; esea ch
eam; na ional R&D o ganiza ion; p ojec managemen
1. In oduc ion
The con empo a y business landscape necessi a es e ec i e eamwo k managemen
o o ganiza ions o secu e a compe i i e edge. Collabo a i e en i onmen s acili a e
he exchange o di e se knowledge and ideas, os e ing inno a ion and adap abili y.
Team lea ning p ocesses (TLPs) eme ge as a c i ical mechanism wi hin his amewo k,
enabling he con inuous lea ning and de elopmen o eams. As Edmondson (2012) posi s,
o ganiza ions inc easingly ely on eams o d i e his ongoing lea ning, impac ing o e all
pe o mance. Repo s by in e na ional consul ing u he emphasize he signi icance o
cul i a ing e ec i e lea ning en i onmen s o o ganiza ional success and sus ainabili y.
Leade ship s yles, co po a e cul u e, and dedica ed esou ces a e iden i ied as key d i e s
o TLP; howe e , ansi ioning om me e eamwo k o eam lea ning hinges on complex
social dynamics a bo h he indi idual (membe ) and eam (membe s, leade , and wide
en i onmen ) le els. Edmondson (1999) de ines eam lea ning as a con inuous p ocess o
in e nal and ex e nal e lec ion and ac ion. This in ol es ques ioning, seeking eedback,
expe imen ing, e lec ing on esul s, and openly discussing e o s o unexpec ed ou comes.
Adm. Sci. 2024,14, 93. h ps://doi.o g/10.3390/admsci14050093 h ps://www.mdpi.com/jou nal/admsci
Adm. Sci. 2024,14, 93 2 o 24
Communica ion lies a he hea o his de ini ion, enabling knowledge sha ing and
indi idual lea ning om ellow eam membe s. Thus, TLP e lec s he i e a i e lea ning
p ocess sus ained h ough ac i e communica ion and in e ac ion wi hin eams.
Communica ion and in e pe sonal in e ac ion a e cen al o e ec i e eam lea ning.
Howe e , os e ing posi i e in e pe sonal exchange equi es speci ic mechanisms. Recen
esea ch iden i ies psychological sa e y (PS) as a c ucial en i onmen al ac o in his
p ocess. De ined by Edmondson (1999) as a clima e whe e indi iduals eel com o able,
open, and secu e in exp essing hemsel es, PS p o ides he ounda ion o s ong eam
communica ion. In e es ingly, s udies emphasize he de imen al impac o anxie y on
lea ning beha io s. When encoun e ing ne ousness, indi iduals end o exagge a e he
possibili y o ailu e beyond eali y. Fo ins ance, Zeng e al. (2020) s a ed ha ea o
sha ing dissen ing opinions can hinde indi idual ole empowe men and c ea e eam
discom o . This ea o en mani es s as silence o passi e-agg essi e beha io , leading
o an a oidance o po en ial nega i e eedback. These beha io s become signi ican
oadblocks o collec i e lea ning and e ec i e eamwo k, akin o a silen cance hinde ing
o ganiza ional g ow h.
Es ablishing a psychologically sa e en i onmen o eams os e s open communica ion
ac oss di e se backg ounds. This necessi a es elimina ing ea -induced silence, a challenge
add essed by se e al schola s who ad oca e o psychological sa e y (PS). PS desc ibes
a s a e whe e indi iduals eel com o able exp essing hemsel es wi hou ea o nega i e
consequences. By c ea ing a secu e en i onmen , eams can lowe sel -p o ec i e beha io s
and encou age open in e ac ion. Howe e , despi e i s bene i s, excessi e PS can lead o
unin ended nega i e consequences like une hical beha io . Examples include co up ion,
educed dedica ion, and sel -se ing ask selec ion. These “da k side” ou comes highligh
he need o mode a ion in os e ing PS. Addi ionally, PS implemen a ion can clash wi h
adi ional Asian cul u es ha emphasize senio i y and hie a chical s uc u es. This con lic
can be pa icula ly acu e in la ge, highly egula ed o ganiza ions, such as go e nmen
agencies. While psychological sa e y (PS) encou ages e ec i e eamwo k, i may no
su icien ly di ec indi idual wo k ou pu . Excessi e PS can e en demo i a e employees
due o a endency o a oid challenging asks, po en ially a ising om a elaxed app oach
o in e pe sonal di e ences wi hin he eam.
The e o e, indi idual mo i a ion eme ges as a c ucial ac o . In he public sec o ,
pa icula ly in de eloping coun ies like Thailand and Sou heas Asia, his mo i a ion d i es
domes ic poli ical issues and plays a key ole in na ional de elopmen . Public se an s
ace complex public expec a ions, making hei abili y o unde s and beha io essen ial
o e ec i e policy o mula ion. An ideal o m o indi idual mo i a ion is public se ice
mo i a ion (PSM). PSM desc ibes an indi idual’s d i e o bene i socie y wi hou pe sonal
gain, di e en ia ing i om o he mo i a ions. This in insic mo i a ion is expec ed om
public se an s and has expanded beyond i s o iginal go e nmen con ex o encompass he
p i a e and olun ee sec o s. PSM is gene ally expec ed o exis and in luence beha io in
eal-wo ld se ings.
Na ional R&D o ganiza ions ope a e as p ojec -based en i ies, whe e p ojec managemen
(PM) s yles can impac eam membe mo i a ion. He e ogenei y in p ojec eams (academic
backg ounds, expe ise, senio i y, and pe sonal connec ions) can hinde ole empowe men .
Team membe s migh hesi a e o exp ess ideas due o discom o wi h di e se eedback o
ea o making mis akes. These ac o s pose obs acles o achie ing PSM.
Resea ch on he mul ile el in e play be ween indi idual and eam ac o s in he
public sec o emains unde explo ed. No ably, he ela ionship be ween public se ice
mo i a ion (PSM) and p ojec eam lea ning p ocesses (PTLPs) wi hin R&D p ojec wo k
media ed by psychological sa e y (PS) has ecei ed scan a en ion. Al hough nume ous
s udies ac oss heal hca e, educa ion, and p i a e sec o p oduc de elopmen demons a e
a posi i e ela ionship be ween psychological sa e y and eam lea ning p ocess associa ion,
he nuanced dynamics in public R&D o ganiza ions, cha ac e ized by hei complex goals,
emain la gely unin es iga ed.
Adm. Sci. 2024,14, 93 3 o 24
This pape has speci ic objec i es as ollows.
(1)
To examine he s uc u al ela ionships be ween PSM and PTLP ia PS as a media o
o he R&D p ojec eam in he na ional R&D o ganiza ion.
(2)
To examine he di e en ia ion o p ojec managemen s yles’ mode a o e ec s o
s uc u al ela ionships be ween PSM and PTLP ia PS as a media o o he R&D
p ojec eam in he na ional R&D o ganiza ion.
This s udy selec ed Thailand’s Na ional Elec onics and Compu e Technology Cen e
(NECTEC) as i s esea ch a ge . NECTEC is a s a u o y go e nmen o ganiza ion unde he
Na ional Science and Technology De elopmen Agency (NSTDA). I is an ideal case s udy
o in es iga ing he p oposed amewo k due o i s es ablished s uc u e and ele ance
o he esea ch opic. The s udy an icipa es a wo old impac . Theo e ically, i s i es o
con ibu e o exis ing knowledge by p oposing a comp ehensi e model ha elucida es he
ela ionship be ween public se ice mo i a ion (PSM), psychological sa e y (PS), and p ojec
eam lea ning p ocesses (PTLPs). The social impac , on he o he hand, lies in he po en ial
o add ess pe o mance- ela ed issues wi hin Thailand’s na ional R&D o ganiza ions by
enhancing lea ning p ocesses.
This s udy p oposes a no el amewo k o in es iga e he media ing ole o psychological
sa e y (PS) in he ela ionship be ween public se ice mo i a ion (PSM) and p ojec eam
lea ning p ocesses (PTLPs), aking in o accoun he in luence o p ojec managemen (PM)
s yles. The s uc u e o he a icle is as ollows. Fi s , we in oduce he esea ch p oblem
and objec i es. Subsequen ly, we del e in o he exis ing li e a u e on PSM, PTLP, PS,
and PM s yles. We hen p o ide a concise o e iew o he na ional R&D o ganiza ion
NECTEC, se ing as he esea ch con ex . Subsequen ly, he p oposed amewo k and
esea ch me hodology a e p esen ed. Finally, we discuss he e alua ion esul s, ollowed
by a comp ehensi e discussion, conclusion, and po en ial a enues o u u e esea ch.
2. Li e a u e Re iew
The ela ionship be ween PSM (public se ice mo i a ion), PS (psychological sa e y),
and PTLPs (p ojec eam lea ning p ocesses) in R&D p ojec eams (o na ional R&D
o ganiza ions) is sca cely discussed among schola s. Thus, his esea ch will p opose
an enhanced comp ehension model o he ela ionship be ween PSM, PS, and PTLP in he
con ex o he p ojec managemen s yles. The subjec s’ le el o eedom di e s depending
on he s yle o PM. The e o e, PTLP is selec ed o assess he deg ee o eedom in his
ma e o ob ain he ou pu . We will men ion he ou i al keywo ds: public se ice
mo i a ion (PSM), p ojec eam lea ning p ocess (PTLP), psychological sa e y (PS), and
p ojec managemen (PM) s yles. The desc ip ion o each keywo d is conduc ed o he
in luence o each keywo d which illus a ed in he exis ing wo k. Table 1demons a es he
compa ison o he p e ious esea ch wo ks and his esea ch.
Table 1. Compa ison o p e ious esea ch wo ks and his esea ch.
Resea ch Wo k PSM PTLP PS PM
Liu and Pe y (2014) /
Van Loon e al. (2015) /
Taylo e al. (2013) /
Wo d and Ca pen e (2013) /
Po ipi oon and Fo d (2017) /
Po ipi oon and Wongp eedee (2020) / /
Wang and Li (2023) /
Lin e al. (2024) /
Edmondson (1999) / /
Adm. Sci. 2024,14, 93 4 o 24
Table 1. Con .
Resea ch Wo k PSM PTLP PS PM
Liu e al. (2014) /
Newman e al. (2017) /
Ma de e al. (2021) / /
Pie ce and Aguinis (2013) /
Rabiul e al. (2023) /
McEl oy e al. (2024) / /
Huang (2009) /
Ma low e al. (2018) /
Reagans e al. (2005) /
Wong (2004) /
Lin e al. (2022) /
Alami e al. (2022) / /
Nu mi and Ko oma (2020) / /
Chowdh y (2023) / /
Lalmi e al. (2021) /
Ba os e al. (2024) / /
This pape / / / /
2.1. Public Se ice Mo i a ion (PSM)
The no ion ha public se ice mo i a ion (PSM) su passes sel -in e es in d i ing
public employees emains p e alen (Hous on 2000;Pe y and Wise 1990). Despi e a ious
de ini ions (Pe y and Wise 1990;B ewe and Selden 1998;Vandenabeele 2007), a common
h ead o se ice o a b oade communi y, a he han indi idual gain, uni es hem. The
concep , howe e , poses open ques ions ega ding i s o igins and de elopmen h ough
socializa ion (W igh and Pandey 2008). Unde s anding PSM becomes c i ical o public
adminis a ion, as i del es in o he indi idual’s d i e o bene i socie y h ough public
se ice (Pe y and Hondeghem 2008). This co e concep links o he desi ed ou comes in
public o ganiza ions, wi h esea che s ag eeing ha PSM-d i en indi iduals aim o se e
he abs ac no ion o he public in e es o collec i e socie al bene i s.
Pe y (1996) iden i ied ou co e dimensions o public se ice mo i a ion (PSM):
a ac ion o policymaking, public in e es , compassion, and sel -sac i ice. Kim ([2008] 2009)
s eamlined his model, educing i ems om 24 o 12, while aligning wi h Vandenabeele’s
(2008) i e-dimensional amewo k: a ac ion o poli ics, public in e es , compassion,
sel -sac i ice, and a no el addi ion—democ a ic go e nance. No ably, PSM esea ch
con inues o e ol e wi h ins umen s adap ing o o ganiza ional con ex s (public s.
p i a e). Vandenabeele and Jage (2020) de eloped a concise and p ac ical PSM measu e,
e ising ea lie scales by Kim e al. (2013) and Van de Wal e al. (2008). These e isions
ocused solely on PSM dimensions, shi ing away om cues e lec ing p i a e sec o alues
based on indi idual wo k con ex s. This emphasis ein o ces he dis inc na u e o PSM
wi hin he public se ice domain.
Se e al opics ha e come abou om PSM esea ch such as job sa is ac ion, choice o
occupa ion o employmen sec o , indi idual and o ganiza ional pe o mance, o ganiza ional
and job commi men , wo k a i udes and beha io , pe cei ed supe io us , en ep eneu ial
passion, social en ep eneu ship in ension, public sec o a ac ion, pe cei ed i wi h
he public sec o , o ganiza ional lea ning, change-o ien ed o ganiza ional ci izenship
beha io , and leade ship (Liu and Pe y 2014;W igh and Pandey 2008;Scho and Ri z
2018;Lin e al. 2024;Palma e al. 2021;Chand a e al. 2021;Ca pen e e al. 2012;Li and
Wang 2022;Chih and Zwikael 2015). S udies examining he ela ionship be ween PSM
and u no e ound i o be a nega i e ela ionship. Many s udies showed he po en ial
Adm. Sci. 2024,14, 93 5 o 24
nega i e aspec s o oo much PSM, e.g., s ess, bu nou , job dissa is ac ion as well as
in olun a y o long- e m absen eeism, nega i ely a ec ing physical well-being, and social
media use o wo k du ing non-wo k hou s (Liu and Pe y 2014;Van Loon e al. 2015;
Wang and Li 2023).
PSMs a e examined in a ious ields in he public and nonp o i sec o s (Taylo e al.
2013;Wo d and Ca pen e 2013). PSM su eys we e conduc ed in many coun ies such
as Ge many, Aus alia, Sou h Ko ea, China, Thailand, he Ne he lands, e c. (Kim 2009;
Pe y and Hondeghem 2008;Liu and Pe y 2014;Po ipi oon and Fo d 2017;Po ipi oon and
Wongp eedee 2020;Palma e al. 2021;Wang and Li 2023;Losche e al. 2023;Lin e al. 2024).
The e a e a ew pape s ha esea ch simila opics o hose in his a icle. Fo ins ance,
B oekema e al. (2019) con ibu e o he unde s anding o public se ice mo i a ion (PSM)
and i s in luence on public leade s’ pos -c isis lea ning o ien a ion. Ou indings, based on
da a collec ed om Du ch mayo s in 2015, sugges a posi i e associa ion be ween PSM and
a comp ehensi e app oach o o ganiza ional lea ning ollowing a c isis. This highligh s
a po en ial esea ch gap a he eam o p ojec le el, whe e u u e in es iga ions could
explo e how PSM in luences lea ning dynamics wi hin smalle uni s. Mo eo e , Po ipi oon
and Wongp eedee (2020) s udied he ela ionship be ween PSM and psychological sa e y in
he a ea o local go e nmen employees, which is a s udy in he con ex o c i ical clima es
and in e nal whis leblowing in en ions. This shows he esea ch gap in he o he sec o s in
Thailand ha can be explo ed.
2.2. Psychological Sa e y (PS)
The concep o psychological sa e y has e ol ed o e ime, wi h key con ibu ions
om a ious schola s. In 1965, Schein and Bennis i s in oduced i as he eeling o
secu i y indi iduals expe ience du ing change managemen (Schein and Bennis 1965).
La e , Kahn (1990) ocused on indi idual pe cep ions o sa e y, de ining i as he absence
o ea ega ding nega i e consequences o exp essing belie s o beha io s (Kahn 1990).
This indi idual pe spec i e emphasizes he ole o us ing and suppo i e ela ionships in
os e ing psychological sa e y, as highligh ed by Newman e al. (2017). Howe e , pe haps
he mos widely ci ed de ini ion comes om Edmondson (1999), who shi ed he ocus o
g oup dynamics. She de ines psychological sa e y as he sha ed belie wi hin a eam o
g oup ha allows membe s o ake isks oge he wi hou ea o judgmen o punishmen
(Edmondson 1999). This de ini ion highligh s he collec i e aspec o psychological sa e y
and i s impo ance o collabo a i e isk- aking and inno a ion wi hin eams.
Edmondson (1999) de eloped and alida ed a se en-poin scale o measu e eam
psychological sa e y (PS). This scale encompasses indi idual pe cep ions o sa e y wi hin
a eam se ing and cap u es eac ions om eam membe s owa ds isk- aking and hones
exp ession. No ably, Google’s Re: Wo k p ojec , in es iga ing ac o s associa ed wi h
imp o ed eam pe o mance, adop ed Edmondson’s scale o assess he PS o hei eams
(Google Re:Wo k 2024). This highligh s he p ac ical ele ance o measu ing PS in enhancing
eam e ec i eness. Addi ionally, he Fea less O ganiza ion websi e o e s indi iduals he
oppo uni y o sel -e alua e hei PS using he same scale (Edmondson 2018).
Building upon Edmondson’s (1999) ounda ional wo k linking psychological sa e y
(PS) o lea ning and pe o mance, esea che s ha e del ed deepe in o i s mul idimensional
impac . S udies ha e explo ed PS’s ela ionship wi h a ious ou comes, including
inno a ion, c ea i i y, employee a i udes, communica ion, knowledge sha ing, oice
beha io , wo k engagemen , and o ganiza ional commi men . They exhibi ed be e
se ice quali y, epo ed lowe ca ee u no e in en ion/ca ee eg e , and/o we e
sa is ied wi h hei ca ee (Liu e al. 2014;Newman e al. 2017;Chang and Busse 2020;
Guchai e al. 2019;Huo 2021;Li e al. 2022;Rabiul e al. 2022;Wang e al. 2019;Rabiul
e al. 2023). D awing om social lea ning heo y, social in o ma ion p ocessing heo y,
social iden i ica ion heo y, and social exchange heo y, esea ch sugges s ha PS os e s
knowledge sha ing by encou aging us and open communica ion wi hin eams (e.g.,
speaking up wi hou ea o judgmen ) (Newman e al. 2017). This in u n acili a es
Adm. Sci. 2024,14, 93 6 o 24
indi idual and eam-le el lea ning beha io s, ul ima ely indi ec ly in luencing employee
pe o mance (Bae and F ese 2003). McEl oy e al. (2024) iden i ied h ee key hemes
ela ed o psychological sa e y and hie a chy in he ope a ing oom deb ie ing p ocess:
(1) “commi men o lea ning”, (2) “i is a sa e space”, and (3) “na u al leade ”. These
hemes sugges ha deb ie ings can os e a cul u e o lea ning and quali y imp o emen
among on line wo ke s. Fu he mo e, he indings suppo he no ion ha deb ie ings
can se e as a ehicle o indi idual and eam lea ning, po en ially con ibu ing o b oade
o ganiza ional change. No ably, he s udy also highligh s he impo ance o mi iga ing
hie a chical in luences and powe s uc u es o acili a e such posi i e o ganiza ional
ans o ma ion. Fu he mo e, PS ex ends i s in luence beyond indi iduals and eams,
impac ing o ganiza ional pe o mance. Bae and F ese (2003) ound a s ong posi i e
co ela ion be ween employees’ collec i e pe cep ion o PS and o ganiza ional me ics like
e u n on asse s and goal achie emen . PS also enhances employee a i udes, os e ing
o ganiza ional commi men , wo k engagemen , and posi i e eamwo k pe cep ions.
The s udy o he de elopmen o a compe ency amewo k de ining e ec i e su gical
educa o s p oposed ha os e ing PS was he i s compe ency om i e compe encies and
six een beha io s, Sha ma e al. (2024). PS has a s ong ela ion wi h he agile echnique
in eam lea ning p ocesses; psychological sa e y can be inc eased h ough pee and u o
suppo , he use o smiley emojis, and ini ia i es o educe dis up i e beha io s (Ma de
e al. 2021). Consis en wi h he s udy o Ba os e al. (2024), hey ound psychological
sa e y is a signi ican indi ec success ac o o agile so wa e de elopmen p ojec s.
The di ec success ac o is eam capabili ies and cus ome in ol emen . This os e s
an en i onmen whe e employees a e mo e ecep i e o new echnologies, con inuous
lea ning, and adap ing o challenges.
While psychological sa e y (PS) boas s nume ous bene i s o eams, esea ch sugges s
a po en ial “ oo-much-o -a-good- hing” e ec (Pie ce and Aguinis 2013). In excessi ely
high-PS en i onmen s, eam dynamics can shi , leading o nega i e consequences. Pie ce
and Aguinis (2013) ound ha o e ly high PS may inc ease he likelihood o une hical
beha io , as eam membe s p io i ize pe sonal in e es s o e g oup goals and engage in
collusion. While limi ed esea ch cu en ly exis s on he ull spec um o PS’s po en ial
downsides, Newman e al. (2017) cau iously acknowledge he possibili y o such nega i e
ou comes. Fu he in es iga ion in o he po en ial “da k side” o PS could o e aluable
insigh s o p ac i ione s in balancing i s ad an ages wi h po en ial isks.
2.3. P ojec Team Lea ning P ocess (PTLP)
As mo e esponsibili y and in o ma ion alls on eams’ shoulde s, i is c ucial o
unde s and he in luence o eam lea ning beha io s on eam e ec i eness. Team lea ning
beha io s a e essen ial o eam pe o mance, no ma e he si ua ion. Mos p oduc
and echnology de elopmen is mo ing owa ds eam-based s uc u es, since eams a e
belie ed o inc ease indi idual commi men and pe o mance (Ramesh and Tiwana 1999)
Vica ious lea ning may be an e icien supplemen o di ec expe ience, allowing people o
p o i om lessons gained om a wide a ie y o o he s’ expe iences in a sho amoun o
ime. I is bene icial in he case o ica iously sha ed ailu e s o ies due o he inc eased
emo ional impac and he highe alue o he knowledge gene a ed by ailu e compa ed
o success (Bledow e al. 2017;Si kin 1992). O ganiza ional en i onmen is p og essi ely
mo e u bulen , dynamic, and complex han e e , c ea ing lea ning demands beyond he
capabili y o an indi idual (Tannenbaum e al. 2012).
Team lea ning has been concep ualized in a numbe o ways in he esea ch li e a u e.
Fo ins ance, Edmondson e al. (2007) iews eam lea ning as an “encompassing ub ic”,
o a use ul abs ac ion o an o ganiza ional phenomenon, and de ined eam lea ning as
a p ocess in which a eam akes ac ion, ob ains and e lec s on eedback, and makes changes
o adap o imp o e. Ano he pe spec i e o eam lea ning is as a dynamic p ocess in which
he lea ning p ocess, he condi ions ha suppo hem, and eam beha io s change as he
eam changes (Sessa and London 2007). Team lea ning is a c i ical p ocess in de eloping
Adm. Sci. 2024,14, 93 7 o 24
new p oduc s and se ices quickly and e ec i ely (Edmondson and Nembha d 2009;
Lynn e al. 1999). Team lea ning e e s o a con inuous p ocess o e lec ion and ac ion
di ec ed owa d ob aining and p ocessing in o ma ion o de ec , unde s and, and adap
o changes in an en i onmen , and o imp o e he pe o mance o a eam (Edmondson
1999). Team lea ning, cha ac e ized as a cyclical p ocess o e lec ion and adap a ion
ueled by psychological sa e y (Knapp 2010), os e s knowledge c ea ion h ough he
ans o ma ion o sha ed g oup expe iences. Team lea ning p ocesses a e measu ed using
lea ning beha io s in wo k eams, expe ien ial lea ning in eams, eam lea ning and
me acogni ion, and eam lea ning belie s and beha io s (Van den Bossche e al. 2006;
Edmondson 1999;Kayes e al. 2005;McCa hy and Ga a an 2008).
P e ious s udies ha e in es iga ed he ole o a a ie y o ac o s such as in as uc u e
capabili ies, use in ol emen , epo ing quali y, p ojec isk, leade ship s yles, and p oblem-
sol ing compe ency in in o ma ion echnology (IT) p ojec pe o mance (Xu e al. 2010;
Doll and Deng 2011;Thompson e al. 2007;Wallace e al. 2004;Thi e 2000;Aladwani 2002;
Li e al. 2011). In echnology R&D eams, us os e s communica ion and an awa eness
o indi idual expe ise (Huang 2009). This cla i y enables e icien knowledge encoding
and e ie al, ul ima ely acili a ing knowledge sha ing wi hin he eam. Ki kman e al.
(2004) ound no di ec link be ween eam leade –membe acial simila i y and eam
e ec i eness, and so esea ch on how acial di e si y impac s eam dynamics emains
c ucial. Communica ion allows o esou ce pooling in planning, which imp o es eam
pe o mance. Fu he mo e, communica ion quali y will ha e a bigge impac han equency,
and ce ain communica ion kinds ( ace- o- ace, amilia eams) may exhibi s onge
pe o mance co ela ions (Ma low e al. 2018).
Se e al schola s ound psychological sa e y is a key elemen o g ooming he eam
lea ning p ocess unde a ious con ex s. Fo ins ance, eam psychological sa e y media es
he ela ionship be ween eam leade coaching and con ex suppo and he esul o
eam lea ning beha io s, linking i o human esou ce de elopmen (HRD) and adul
educa ion heo y and p ac ice (Knapp 2010). P e ious esea ch has demons a ed ha
indi idual expe ience (Reagans e al. 2005), eam psychological sa e y (Edmondson 1999),
and g oup cohesi eness (Wong 2004) ha e a majo impac on a eam’s lea ning beha io
(Kos opoulos e al. 2011). Psychological sa e y and eam lea ning a e impo an p ocesses
o unde s anding he enhancemen o change-o ien ed leade s who help heal hca e eams
pe o m be e . The e is a a o able and s ong associa ion be ween change-o ien ed
leade ship, psychological sa e y, eam lea ning, and eam pe o mance. Change-o ien ed
leade ship, which ocuses on key inno a ions, imp o emen , and adap abili y o ex e nal
changes, encou ages eam membe s o lea n (Lin e al. 2022). In nu sing educa ion,
eam lea ning and psychological sa e y a e undamen al o de eloping p o essional
nu sing compe encies. Mos mul ina ional co po a ions (MNCs) nowadays manda e
English as a common company language, i.e., lingua anca, o acili a e in e na ional
collabo a ion be ween employees who speak di e en na i e languages (Neeley 2017). The
psychologically sa e language clima e made wo king in English eel easy and com o able
o he non-na i e speake s when hey wo k in MNCs (Nu mi and Ko oma 2020). In agile
so wa e de elopmen , agile p ac i ione s in e p e echnical excellence as a mindse ha
emphasizes con inuous a en ion o a sus ainable code, lea ning, and eamwo k. While ou
indings show ha a mindse o con inuous a en ion o a sus ainable code is an impo an
pilla o echnical excellence in agile eams, hey poin o impo an oles o mindse s o
con inuous a en ion o lea ning and o he eam (Alami e al. 2022).
2.4. P ojec Managemen (PM)
O ganiza ions ha e become mo e p ojec -based h oughou he yea s in o de o
achie e hei business objec i es mo e economically (Blomquis and Mülle 2006). Resea ch
has sugges ed combining elemen s om he adi ional and agile app oach as a solu ion o
his ma e , meaning ha hey apply he agile me hod o a limi ed deg ee (Ab ahamsson
e al. 2009). The li e a u e on adi ional and agile p ojec managemen app oaches will
Adm. Sci. 2024,14, 93 8 o 24
be p esen ed o dis inguish he di e ences be ween he app oaches. The e is academic
esea ch on p ojec managemen ; i is p ima ily a o m o s uc u ing wo k p ocesses.
P ojec managemen is simul aneously an a ea o esea ch, an applica ion, a ype o p ac ice,
and a me hod o conduc ing wo k (Pala z 2012).
P ojec managemen ype (PM) e e s o he way in which eamwo k is managed.
Agile PM (APM) is commonly used in so wa e de elopmen p ojec s, and wa e all PM
(WPM) is an easy ype o use and unde s and and is commonly used o manage p ojec s
in he go e nmen sec o . WPM is he adi ional app oach o p ojec managemen and
is de ined by simplici y, p edic abili y, and linea i y, whe e bounda ies a e well-de ined
in o de o make planning easie (Špundak 2014). Howe e , he “one size i s all”
me hod is di icul o apply in mo e complex p ojec managemen si ua ions, as di e en
si ua ions equi e di e en solu ions (Fe nandez and Fe nandez 2008). As he managemen
me hod a emp s o a oid changes, i can be di icul o implemen in mo e complex and
dynamic en i onmen s.
APM is di e en om WPM. The APM app oach has been p e alen in ecen yea s
as p ojec en i onmen s ha e become mo e dynamic. These p ojec en i onmen s equi e
mo e lexibili y and he abili y o adap o changes, which is p ominen in agile p ojec
managemen me hods. Fo he agile me hod o wo k, a signi ican deg ee o in e ac ion
wi hin he p ojec eam is needed, as well as ac i e coope a ion wi h cus ome s and main
s akeholde s (Con o o e al. 2014;And ei e al. 2019). This way, cus ome s and s akeholde s
a e mo e in ol ed in he p ojec p ocess and a e able o sugges changes along he way.
Due o unp edic abili y and apid changes, i can be challenging o speci y he inal solu ion
o he p ojec in ad ance (Fe nandez and Fe nandez 2008). P ojec s wi h inno a i e goals
equi e eam au onomy and agile communica ion p ac ices ha a e su icien o he agile
eams o be empowe ed (Malik e al. 2021).
The e ha e been se e al esea ch s udies conduc ed on PM in he pas . Because
la ge i ms equen ly di ide hei ac i i ies in o mino o mega p ojec le els. The
classic p ojec s yle, o en known as WPM, is commonly e e enced, whe eas he cu en
popula app oach is APM. The p eceding pa ag aph explained he dis inc ions be ween
WPM and APM. Thus, his pa will add ess PM usage in p io wo k passes ia a ious
pe spec i es. Fo ins ance, in he indus y sec o , agile me hods a e mainly used in
p oduc de elopmen , p ojec managemen , and p ocess de elopmen , whe eas he usage
in assembly planning and ac o y planning is less common (Bu gg ä e al. 2020). In
‘Team science and building a eam’, i was no ed ha mode n p og ess in ansla ional
medicine equi es highly in eg a ed eams wo king oge he o achie e scien i ic goals.
Unde s anding eam o ma ion, e olu ion, p ojec managemen , and psychological sa e y
can maximize inno a ion and scien i ic success (Chowdh y 2023). Inno a ion esilience
beha io s in inno a ion p ojec eams a e posi i ely ela ed o p ojec success. Mo eo e ,
inno a ion esilience beha io s become mo e c i ical as ad e si y inc eases (Fey and Kock
2022). In la ge so wa e p ojec s, agile me hodologies aimed o educe p ojec ailu e isk
by ocusing on human- ela ed ac o s like eam capabili y and cus ome in ol emen ,
and i was ound ha psychological sa e y is an essen ial condi ion in ol ed in ha
achie emen (Ba os e al. 2024). Howe e , o ganiza ional cul u e plays a c ucial ole
when implemen ing agile managemen me hods. This s a emen is suppo ed by se e al
au ho s. A he indi idual le el, p ojec eam membe s should ha e su icien compe ence
o unde s and and ou line po en ial isks and changes in he p ojec . They should be able
o a ec he ou come o he p ojec , o ganiza ional goals, and alue p o ided o cus ome s.
This may a ec eam lea ning p ocesses posi i ely, which is ecommended in u u e wo ks
(Con o o e al. 2014).
Mo eo e , many s udies ha e modi ied APM o ma s o be mo e di e se and sui able
o di e en con ex s o si ua ions. Fo example, Lalmi e al. (2021) epo ha agile p ojec
managemen can be sui able o he design phase o cons uc ion p ojec s. Failu e can
occu due o cos o e uns, schedule o e uns, o un easonable g ow h in p ojec con en .
A hyb id p ojec managemen model based on lean, agile, and adi ional app oaches
Adm. Sci. 2024,14, 93 15 o 24
5. Discussion and Manage ial Insigh
In his esea ch, we ques ion he belie ha PSM uni e sally esul s in R&D p ojec
eam lea ning. When conside ing his, we ook in o accoun he mode a ing e ec s o
in insic mo i a ion and he lea ning p ocess o he R&D p ojec eam. Thus a , he e has
been li le ocus on comp ehending he possible limi a ions ha migh cla i y he di e ences
in he connec ion be ween PSM and eam lea ning. The no ewo hy in e connec ions
obse ed in ou esea ch p o ide essen ial addi ions o he li e a u e on PSM. S udies
ha e consis en ly shown ha people who possess a high le el o public se ice mo i a ion
(PSM) a e mo e inclined o exhibi dedica ion and loyal y owa ds hei public sec o
o ganiza ions. This commi men is p ima ily d i en by he pe cei ed alignmen be ween
he o ganiza ions’ a ibu es and hei own pe sonal alues and belie s.
Ou esea ch indings e eal a mo e nuanced unde s anding o he ela ionship
be ween public se ice mo i a ion (PSM) and he p ojec eam lea ning p ocess (PTLP)
compa ed o ini ial assump ions. No ably, he indings show ha psychological sa e y
(PS) ac s as a c ucial media ing a iable ha s eng hens he associa ion be ween PSM and
PTLP. While he di ec e ec o PSM on PTLP is posi i e and s a is ically signi ican , he
indi ec e ec media ed by PS is demons ably s onge . These align wi h he concep ha
a psychologically sa e clima e can acili a e he ul illmen o employees’ al uis ic needs.
Wi hin his clima e, employees eel empowe ed o oice hei ideas and conce ns, openly
discuss p oblems, and con ibu e hei bes solu ions (Edmondson 1999;Bae and F ese
2003). This sense o secu i y is likely os e ed by he cha ac e is ics o PS, which p omo e
open communica ion and knowledge sha ing h ough us -building mechanisms (Liu e al.
2014;Newman e al. 2017). They likely c ea e an en i onmen ha indi ec ly in luences
employee pe o mance, po en ially by os e ing collabo a ion, inno a ion, and knowledge
ans e (Bae and F ese 2003).
This s udy con ibu es o he exis ing schola s on public se ice mo i a ion (PSM),
psychological sa e y (PS), and p ojec eam lea ning p ocess (PTLP). We expand he
unde s anding o PSM’s in luence by demons a ing i s ole in acili a ing PTLP, a ela ionship
no p e iously explo ed in dep h. Ou indings ex end p io esea ch on PSM, which
has p ima ily ocused on i s connec ion o ac o s like job sa is ac ion, occupa ional
choice, pe o mance (indi idual and o ganiza ional), commi men (o ganiza ional and
job), wo k a i udes and beha io s, pe cei ed supe iso us , en ep eneu ial and
social en ep eneu ial inclina ions, public sec o a ac ion, pe cei ed i wi h he public
sec o , o ganiza ional lea ning, change-o ien ed o ganiza ional ci izenship beha io , and
leade ship (Liu and Pe y 2014;W igh and Pandey 2008;Scho and Ri z 2018;Lin e al.
2024;Palma e al. 2021;Chand a e al. 2021;Ca pen e e al. 2012;Li and Wang 2022;Chih
and Zwikael 2015). Addi ionally, we con ibu e o he PS li e a u e by highligh ing i s
media ing ole in he PSM-PTLP ela ionship. P io esea ch on PS has la gely concen a ed
on i s impac on indi idual and eam ou comes such as us , knowledge sha ing, and
e o epo ing (Edmondson 1999;Liu e al. 2014).
Ou indings esona e wi h he g owing body o esea ch ha emphasizes he posi i e
aspec s o public se ice mo i a ion (PSM) (e.g., B oekema e al. 2019). These s udies
highligh he po en ial o PSM o os e posi i e lea ning o ien a ions. Howe e , a gap
exis s in he li e a u e ega ding he in luence o PSM on lea ning dynamics wi hin smalle
uni s, such as p ojec eams. This s udy add esses his gap by examining he ela ionship
be ween PSM and p ojec eam lea ning p ocess (PTLP) wi hin R&D eams. Shedding
ligh on a c i ical gap, ou s udy examined he in ica e in e play be ween PM s yles, PSM,
PS, and PTLP wi hin R&D eams. In e es ingly, bo h ully agile PM and pa ially agile
PM appea o suppo PSM and PS. These indings sugges ha bo h app oaches cul i a e
en i onmen s conduci e o nu u ing public se ice mo i a ion and os e ing a sense
o psychological sa e y wi hin p ojec eams. Howe e , he ield o PM s yles in public
adminis a ion emains unde de eloped. While p io esea ch, such as Is a e and Ma ian
(2012), has explo ed he use o p ojec managemen o o ganiza ional cul u e change wi hin
public ins i u ions, a compa a i e analysis o di e en p ojec managemen s yles has been
Adm. Sci. 2024,14, 93 16 o 24
la gely absen . Ou esea ch add esses his gap by examining he di e en ial e ec s o ully
agile and pa ially agile app oaches on PSM, PS, and PTLP.
Fu he mo e, he s onge posi i e e ec o psychological sa e y (PS) on p ojec eam
lea ning p ocess (PTLP) obse ed in ully-agile p ojec managemen (F-APM) sugges s
a po en ial explana ion. The inhe en lexibili y and apid i e a ion cycle cha ac e is ics
o F-APM may os e pa icula ly e ec i e en i onmen s o eam lea ning. This aligns
wi h he exis ing esea ch ha explo es he syne gy be ween PS and agile echniques
in he con ex o eam lea ning. S udies ha e shown ha agile app oaches, coupled
wi h PS, can lead o inc eased knowledge sha ing, con inuous imp o emen , collec i e
lea ning, enhanced eam capabili ies, and g ea e cus ome in ol emen (Ma de e al.
2021;Alami e al. 2022;Ba os e al. 2024). Ou inding o a weake di ec e ec o public
se ice mo i a ion (PSM) on he p ojec eam lea ning p ocess (PTLP) in ully agile p ojec
managemen (F-APM) needs u he in es iga ion. This unexpec ed esul aises in iguing
ques ions abou he po en ial mode a ing ole o p ojec managemen s yle. One desc ip ion
is ha he di ec in luence o PSM on eam lea ning migh be mo e p onounced in pa ially
agile p ojec en i onmen s. He e, he mo e s uc u ed na u e o pa ially agile app oaches
may p o ide a mo e explici amewo k o channeling PSM in o conc e e lea ning ac i i ies.
Al e na i ely, he weake e ec in F-APM ends o be a ibu ed o speci ic cul u al o
con ex ual ac o s wi hin he s udied eams. The exis ing esea ch ound ha employees
belie e ha knowledge, o ganiza ional cul u e, and p ojec managemen aining a e
essen ial o success in public adminis a ion ins i u ions (Is a e and Ma ian 2012). These
ac o s migh include elemen s such as he exis ing hie a chical s uc u e, he le el o
empowe men g an ed o eam membe s, o he isk a e sion o he p ojec leade . Fu u e
esea ch ha del es deepe in o such con ex ual elemen s is necessa y o unde s and hei
po en ial in luence ully.
Fu u e esea ch could explo e hese possibili ies in g ea e de ail o gain a deepe
unde s anding o he nuanced in e ac ion be ween p ojec managemen s yles, PSM, and
PTLP. Howe e , based on ou indings, we can o e some manage ial insigh s o p ojec
eam leade s, pa icula ly when u ilizing a PM s yles app oach wi hin R&D eams.
1.
Fos e ing a psychological sa e y clima e in p ojec eam membe s when wo king
in F-APM s yle. Whe e he di ec e ec o PSM on PTLP may be weake , p ojec
leade s should ac i ely cul i a e a psychological sa e y (PS) clima e. This can be
achie ed by encou aging open communica ion, p omo ing lea ning om mis akes,
and os e ing us wi hin he eam. By nu u ing a PS clima e, p ojec leade s can
suppo and po en ially ampli y he in insic mo i a ion ( e lec ed by PSM) ha d i es
eam lea ning, e en in he con ex o F-APM.
2.
Con e sely, o p ojec eams lacking a s ong PS clima e, pa ially agile p ojec
managemen (P-APM) migh be a mo e s a egic app oach. The mo e s uc u ed
na u e o P-APM may p o ide a clea e pa hway o eam membe s wi h high PSM o
ansla e hei in insic mo i a ion in o conc e e lea ning beha io s. Fu he esea ch
is needed o alida e his p oposi ion, bu hese insigh s o e a s a ing poin o
p ojec leade s na iga ing he complex in e play be ween p ojec managemen s yles,
PSM, and eam lea ning.
6. Conclusions and Recommenda ion o Fu he S udies
This s udy examined he in e play be ween public se ice mo i a ion (PSM), psychol-
ogical sa e y (PS), and p ojec eam lea ning p ocess (PTLP) wi hin R&D eams a Thailand’s
Na ional Elec onic and Compu e Technology Cen e (NECTEC). Employing an online
su ey dis ibu ed in 2021, da a we e collec ed om 160 R&D p o essionals. U ilizing pa ial
leas squa es s uc u al equa ion modeling (PLS-SEM), he s udy del es in o he complex
ela ionships be ween hese a iables, conside ing he in luence o p ojec managemen
(PM) s yles.
The pa h analysis e ealed a compelling na a i e. Highe le els o PSM we e
signi ican ly associa ed wi h enhanced PS, sugges ing ha R&D p o essionals d i en
Adm. Sci. 2024,14, 93 17 o 24
by public se ice mo i a ion expe ience g ea e psychological sa e y wi hin hei eams.
Meanwhile, PS os e s a h i ing R&D PTLP, as e idenced by he signi ican posi i e
ela ionship be ween PS and PTLP. In e es ingly, a di ec e ec o PSM on PTLP was
also obse ed, indica ing ha public se ice mo i a ion can independen ly con ibu e o
enhanced lea ning p ocesses wi hin R&D eams. The e ec sizes o hese ela ionships
anged om mode a e o la ge, highligh ing hei p ac ical signi icance. Fu he explo a ion
con i med he pa ial media ing ole o PS in he PSM-PTLP ela ionship. While highe PSM
indi ec ly in luences PTLP h ough os e ing PS, a di ec e ec also emains, sugges ing ha
public se ice mo i a ion can con ibu e o lea ning p ocesses h ough o he mechanisms
beyond enhancing psychological sa e y
We ound he ou poin s o his key inding. Fi s ly, he analysis e ealed a signi ican
posi i e ela ionship be ween PSM and PS, indica ing ha R&D eam membe s who a e
mo i a ed by public se ice p inciples epo a s onge sense o psychological sa e y
in hei eams. Secondly, a posi i e ela ionship was also ound be ween PTLP and PS,
sugges ing ha a psychologically sa e en i onmen os e s e ec i e eam lea ning p ocesses.
Thi dly, he s udy u he iden i ied a c ucial link be ween PSM and PTLP, highligh ing he
impo ance o in insic mo i a ion, such as PSM, as a no el d i e o success in R&D p ojec
eams’ lea ning. Finally, he impac o PM s yles on hese ela ionships was explo ed. The
esul s demons a e ha bo h ully agile and pa ially agile PM can cul i a e en i onmen s
conduci e o PSM, PS, and PTLP, hough speci ic nuances may exis be ween he wo s yles.
6.1. Theo e ical Con ibu ions
This s udy con ibu es o he exis ing li e a u e in se e al key a eas, o e ing no el
heo e ical insigh s in o he ela ionships be ween public se ice mo i a ion (PSM), psycho-
logical sa e y (PS), p ojec eam lea ning p ocess (PTLP), and p ojec managemen (PM)
s yles wi hin R&D p ojec eams.
In conclusion, his s udy makes signi ican heo e ical con ibu ions in he ollowing
ways:
1.
S eng hening he unde s anding o PSM’s impac on PS, pa icula ly in he na ional
R&D o ganiza ion con ex s:
The indings a i m he link be ween PSM and PS, sugges ing ha indi iduals d i en
by public se ice alues eel mo e psychologically sa e wi hin hei eams. This
aligns wi h p e ious esea ch, highligh ing he posi i e associa ion be ween public
se ice mo i a ion, open communica ion, and isk- aking beha io s (Po ipi oon and
Wongp eedee 2020). Howe e , he s udy goes beyond con i ma ion, sugges ing ha
PSM’s in luence on PS may be pa icula ly impo an in he na ional R&D o ganiza ions
which wo k wi h complex goals. This opens a enues o u he esea ch o explo e
he unique dynamics o PSM and PS in di e en o ganiza ional se ings.
2. Highligh ing he c ucial ole o PS in os e ing PTLP wi hin R&D p ojec eams:
This s udy s eng hens he unde s anding o how PS os e s PTLP. Psychological
sa e y c ea es an en i onmen whe e eam membe s eel com o able sha ing ideas,
asking ques ions, and lea ning om mis akes, encou aging collabo a i e lea ning
and g ow h (Edmondson 1999). This inding adds o he exis ing body o knowledge
by speci ically demons a ing he ele ance o PS in R&D eams, whe e con inuous
lea ning is c ucial o echnological ad ancemen . This can in o m in e en ions
aimed a enhancing PS wi hin R&D eams o op imize lea ning and inno a ion.
3.
Iden i ying a po en ial di ec e ec o PSM on PTLP, highligh ing he in insic
mo i a ion associa ed wi h public se ice alues which s eng hen R&D p ojec
eam lea ning:
An in iguing inding is he di ec e ec o PSM on PTLP, independen o PS. This
sugges s ha public se ice mo i a ion may di ec ly mo i a e indi iduals o engage
in lea ning ac i i ies beyond he media ing ole o psychological sa e y. This aligns
wi h esea ch highligh ing he in insic lea ning o ien a ion o en associa ed wi h
PSM (Pe y and Hondeghem 2008), sugges ing ha indi iduals d awn o public
Adm. Sci. 2024,14, 93 18 o 24
se ice a e inhe en ly mo i a ed o de elop hei knowledge and skills o con ibu e
o he g ea e good. This opens up new a enues o esea ch explo ing he speci ic
mechanisms h ough which PSM di ec ly in luences lea ning, po en ially en iching
ou unde s anding o indi idual and eam lea ning dynamics.
4.
Encou aging u he in es iga ion in o he in e ac ion be ween PM s yles in ela ion
o PSM, PS, and PTLP:
In es iga ing he impac o PM s yles on hese ela ionships adds aluable nuance
o he exis ing li e a u e. While his s udy’s esul s sugges bo h ully agile and
pa ially agile app oaches can os e PSM, PS, and PTLP, u he in es iga ion in o
he speci ic nuances be ween hese s yles is encou aged because his esul o he
da ase is non-signi ican . This opens up new esea ch possibili ies explo ing how
di e en PM me hodologies may c ea e sub ly di e en en i onmen s ha impac
eam mo i a ion and lea ning p ocesses.
6.2. P ac ical Con ibu ions
Mo eo e , his s udy ansla es i s heo e ical insigh s in o se e al p ac ical con ibu ions
ha can bene i R&D eams, o ganiza ions, and p ojec managemen app oaches in he
ollowing ways:
1.
Fos e ing public se ice mo i a ion (PSM) among p ojec eam membe s can
p omo e PS, c ea ing a mo e us ing and collabo a i e en i onmen :
The p ojec leade o o ganiza ion leade can iden i y indi iduals mo i a ed by public
se ice mo i a ion (e.g., using alida ed assessmen ools) and emphasize he o gani-
za ion’s mission and socie al impac du ing ec ui men and onboa ding. Leade s
can cul i a e eam membe s wi h he d i e o con ibu e o he g ea e good. The
o ganiza ion can p opose aining and de elopmen p og ams o p omo e public se ice
alues h ough case s udies, men o ship oppo uni ies, and olun ee ing ini ia i es.
These ac i i ies can u he s eng hen pe sonal mo i a ion and eam cohesion.
2.
Fos e ing psychological sa e y (PS) h ough open communica ion, e o ole ance,
and espec ul in e ac ions can enhance eam lea ning and pe o mance:
P ojec eam leade s and membe s should encou age open communica ion h ough
egula eam mee ings, open eedback mechanisms, and ac i e lis ening p ac ices.
These can os e a us ing en i onmen whe e indi iduals eel com o able sha ing
ideas and conce ns. Fu he mo e, p ojec leade s can implemen clea lea ning
guidelines om mis akes, lea n new knowledge h ough ial and e o , and
demons a e empa hy owa ds se backs. I can also p omo e psychological sa e y
and isk- aking.
3.
Op imizing he p ojec eam lea ning p ocess (PTLP) h ough s a egies encou aging
con inuous lea ning, knowledge sha ing, and collabo a i e p oblem-sol ing can
signi ican ly imp o e p ojec ou comes:
An example o he ac i i ies is he collabo a i e lea ning ac i i ies. P ojec leade s
and membe s should acili a e wo kshops, se up knowledge-sha ing sessions, and
p o ide men o ing p og ams. These can encou age eam membe s o lea n om each
o he and expand hei expe ise. P ojec leade s and membe s should p ac ice open
communica ion skills, p o ide cons uc i e eedback, and lea n om one ano he
e ec i ely. This can u he embed lea ning in o he p ojec eam cul u e.
4.
Unde s anding he nuances o di e en PM app oaches and hei impac on eam
lea ning dynamics and lea ning p ocesses can op imize p ojec managemen s a egies:
The p ojec leade should selec he s yles o a PM ha a e consis en wi h he con ex
o eam membe cul u e. Al hough his esea ch con i ms ha bo h ully agile and
pa ially agile app oaches appea conduci e o PSM, PS, and PTLP, u he esea ch is
equi ed in he u u e o s ong con i ma ion.
5.
De eloping and implemen ing ools o measu e PSM, PS, and PTLP wi hin eams
can allow o ongoing assessmen and in o m a ge ed in e en ions o add ess
eme ging gaps:
Adm. Sci. 2024,14, 93 19 o 24
Regula moni o ing o hese a iables can be used o ack p og ess and e alua e
he e ec i eness o implemen ed s a egies, which he p ojec leade should gi e
p io i y o conce n. Unde s anding he way each membe hinks can help he leade
o smoo hly ope a e he p ojec low.
By implemen ing hese p ac ical ecommenda ions, R&D p ojec eams and o ganiza ions
can c ea e en i onmen s ha cul i a e public se ice mo i a ion, os e psychological
sa e y, and op imize R&D p ojec eam lea ning p ocesses, ul ima ely leading o enhanced
inno a ion and p ojec successes.
6.3. Limi a ions
While his s udy sheds ligh on he in e play be ween public se ice mo i a ion (PSM),
psychological sa e y (PS), and esea ch and de elopmen p ojec eam lea ning p ocess
(PTLP) wi hin a na ional R&D o ganiza ion, acknowledging i s limi a ions is c ucial o
ad ancing ou unde s anding. These limi a ions include he ollowing:
•
A single o ganiza ion was ocused on his s udy, po en ially limi ing he gene alizabili y
o he indings o o he R&D con ex s. Due o ime and esou ce cons ain s, including
budge a y limi a ions and a s ic imeline, we we e p e en ed om expanding he
esea ch scope o encompass a mo e di e se ange o R&D se ings.
•
The sample size o 160 pa icipan s is ela i ely small. While esou ce limi a ions
es ic ed ou abili y o ec ui a la ge sample, we conduc ed a pilo s udy o ensu e
he alidi y and eliabili y o he ins umen s used and made signi ican e o s o
achie e a di e se sample wi hin he o ganiza ion.
•
The eliance on su ey da a limi s ou abili y o del e deepe in o he mechanisms
unde lying he ela ionships be ween PSM, PS, and PTLP. Su eys inhe en ly s uggle
o cap u e he nuances o eam-le el dynamics and communica ion pa e ns ha can
signi ican ly in luence lea ning beha io s wi hin p ojec eams.
•
This s udy did no conside he po en ial in luence o cul u al a ia ions on he
ela ionships be ween PSM, PS, and PTLP. Cul u al no ms and alues can signi ican ly
impac how indi iduals pe cei e and expe ience hese a iables.
•
This s udy p o ides a snapsho o he ela ionships a a single poin in ime. Howe e ,
he dynamics o hese a iables may e ol e o e ime and ac oss di e en p ojec phases.
By acknowledging hese limi a ions, we can highligh a eas o u u e esea ch and
emphasize he need o u he explo a ion o hese ela ionships in di e en con ex s, wi h
la ge and mo e di e se samples, using a wide ange o da a collec ion me hods ha can
cap u e he complexi ies o eam dynamics.
6.4. Fu u e Resea ch
This s udy lays he g oundwo k o a deepe unde s anding o he in e play be ween
public se ice mo i a ion (PSM), psychological sa e y (PS), and esea ch and de elopmen
p ojec eam lea ning p ocess (PTLP). Fu u e esea ch can ex end hese indings in se e al
compelling di ec ions:
•
Fu u e esea ch could add ess he limi a ion o b oadening he gene alizabili y o
he s udy by in es iga ing hese ela ionships ac oss di e se o ganiza ional se ings,
encompassing di e en indus ies, cul u es, and p ojec ypes. By including a wide
a ie y o con ex s, esea che s can explo e how hese ac o s migh in luence he
obse ed ela ionships.
•
Fu u e esea ch should eplica e his s udy wi h a la ge and mo e geog aphically
di e se pa icipan pool o add ess he limi a ions o gene alizabili y imposed by he
sample size. This will enhance he gene alizabili y o he indings and allow o mo e
obus s a is ical analyses.
•
Inco po a ing quali a i e me hods can p o ide a iche unde s anding o he unde lying
mechanisms a play. In-dep h in e iews wi h eam membe s could explo e eam
discussions, communica ion s yles, and how eam membe s eel com o able sha ing
Adm. Sci. 2024,14, 93 20 o 24
ideas and admi ing mis akes. Addi ionally, p ocess- acing echniques ha ollow
eams as hey engage in speci ic ac i i ies can p o ide aluable insigh s in o how PSM,
PS, and PTLP in e ac in eal- ime p ojec en i onmen s.
•
Fu u e esea ch should explo e how cul u al ac o s migh mode a e he ela ionships
obse ed in his s udy. C oss-cul u al compa isons o s udies in es iga ing eams
om di e se popula ions can illumina e hese po en ial in luences. Unde s anding
he cul u al con ex can p o ide a mo e nuanced pe spec i e on how PSM, PS, and
PTLP in e ac wi hin p ojec eams.
•
Longi udinal s udies ha ack changes in PSM, PS, and PTLP o e ime can o e
aluable insigh s in o hei empo al in e ac ions and how hey espond o he e ol ing
dynamics o p ojec en i onmen s. Unde s anding hese empo al aspec s can in o m
p ojec managemen p ac ices and in e en ions designed o op imize eam lea ning
h oughou he p ojec li ecycle.
By building on his ounda ion and add essing he iden i ied limi a ions, u u e
esea ch can unlock a deepe unde s anding o how public se ice mo i a ion and p ojec
managemen s yles in luence eam dynamics and he lea ning p ocess. This knowledge
will equip o ganiza ions o make in o med decisions abou os e ing a psychologically
sa e clima e and a collabo a i e en i onmen , ul ima ely enabling p ojec eams o
success ully lea n.
Au ho Con ibu ions: Concep ualiza ion, J.P., Y.K., K.U. and P.Y.; me hodology, J.P., A.J. and Y.K.;
so wa e, J.P.; alida ion, J.P., Y.K. and P.Y.; o mal analysis, J.P.; in es iga ion, J.P.; esou ces, J.P.; da a
cu a ion, J.P.; w i ing—o iginal d a p epa a ion, J.P.; w i ing— e iew and edi ing, P.Y.; isualiza ion,
J.P. and P.Y.; supe ision, J.P.; p ojec adminis a ion, J.P.; unding acquisi ion, Y.K. All au ho s ha e
ead and ag eed o he published e sion o he manusc ip .
Funding: This esea ch ecei ed no ex e nal unding.
Ins i u ional Re iew Boa d S a emen : No applicable.
In o med Consen S a emen : In o med consen was ob ained om all subjec s in ol ed in he s udy.
Da a A ailabili y S a emen : Due o con iden iali y ag eemen s, da a can be made a ailable subjec o
a non-disclosu e ag eemen . Fo u he in o ma ion, you may con ac NECTEC a [email p o ec ed]. h.
Acknowledgmen s: This esea ch is suppo ed by he Japan Ad anced Ins i u e o Science and
Technology (JAIST), Japan. Na ional Elec onics and Compu e Technology Cen e (NECTEC),
Na ional Science and Technology De elopmen Agency (NSTDA), and he Si indho n In e na ional
Ins i u e o Technology (SIIT), Thammasa Uni e si y (TU), Thailand. Fu he mo e, I would like
o acknowledge he Ba d, a la ge language model de eloped by Google AI (Ba d.google.com), in
p epa ing his manusc ip . Ba d was applied as a c ucial ool in p oo eading he academic language
s yle o he o iginal d a . Ba d enabled in iden i ying e o s, checking g amma , punc ua ion, and
spelling, as well as de ec ing po en ial plagia ism. This ins umen helps imp o e he o e all cla i y
and quali y o he w i ing.
Con lic s o In e es : The au ho s decla e no po en ial con lic o in e es .
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