This paper clarifies how leader behavioral integrity for safety helps solve follower's double bind between adhering to safety protocols and speaking up about mistakes against protocols.Path modelling of survey data in 54 nursing teams showed that head nurse behavioral integrity for safety positively relates to both team priority of safety and psychological safety.In turn, team priority of safety and team psychological safety were, respectively, negatively and positively related with the number of treatment errors that were reported to head nurses.We further demonstrated an interaction effect between team priority of safety and psychological safety on reported errors such that the relationship between team priority of safety and the number of errors was stronger for higher levels of team psychological safety.Finally, we showed that both team priority of safety and team psychological safety mediated the relationship between leader behavioral integrity for safety and reported treatment errors.These results suggest that while adhering to safety protocols and admitting mistakes against those protocols show opposite relations to reported treatment errors, both are important to improving patient safety and both are fostered by leaders who walk their safety talk.
ABSTRACT ■In this special issue on project stakeholder management, the aim is to advance the understanding of this topic by looking into theory outside the project management field and by presenting findings from case studies. In this overview article, we identify the theoretical roots of the stakeholder concept and the current state of the field. We point to early proponents of stakeholder thinking.In addition, we point to recent concepts and developments outside the project management field that are relevant in the project management context; then, we introduce the articles included in the special issue;and, finally, we identify other relevant publications.
Dual-concern models suggest that "concern about self and "concern about other" motivate individuals to choose conflict-handling strategies. We test those assumptions with a study of the cognitions associated with the choice of conflict strategies. Consistent with dual-concern model conceptualizations, regression analyses that account for up to 41% of variance indicate that concern about self and concern about other are significantly associated with dominating and obliging strategies. However, predicted interactions between concern about self and concern about other and avoiding, compromising, and integrating strategies are not consistent with conceptualizations in dual-concern models. Results from this study suggest the need for a conflict-handling model with dimensions that account for more of the variance in the choices to avoid, compromise, and integrate.
Business‐to‐business technology development firms face a unique set of challenges when participating in the opportunities made possible by emerging multi‐sector innovations. The greatest challenge involves the firm’s efforts to influence and shape the market in its favor. This requires strategies for dealing with numerous stakeholders – many with which the firm has had little experience. Because both the risks and pay‐offs are great, the firm needs an analytical and systematic process for stakeholder analysis to provide the basis for stakeholder management strategies. The case of one significant multi‐sector innovation – wireless technologies for integrated traffic management and emergency response – provides an illustrative context for demonstrating a five‐step process for stakeholder analysis.
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