Although psychological safety research has flourished in recent years, and despite the empirical support for the important role of psychological safety in the workplace, several critical questions remain. In order to address these questions, we aggregate theoretical and empirical works, and draw on 136 independent samples representing over 22,000 individuals and nearly 5,000 groups, to conduct a comprehensive meta‐analysis on the antecedents and outcomes of psychological safety. We not only present the nomological network of psychological safety but also extend this research in 4 important ways. First, we compare effect sizes to determine the relative effectiveness of antecedents to psychological safety. Second, we examine the extent to which psychological safety influences both task performance and organizational citizenship behaviors over and beyond related concepts such as positive leader relations and work engagement. Third, we examine whether research design characteristics and national culture alter validities within the nomological network, thus promoting a more accurate and contextualized understanding of psychological safety. Finally, we test the homology assumption by comparing the effect sizes of the antecedents and outcomes of psychological safety across individual and group levels of analysis. We conclude with a discussion of the areas in need of future examination.

We move the dynamic capabilities view (DCV) forward in two important ways by meta-analysing prior empirical studies. First, we evaluate the two core theoretical tenets of the DCV: (1) Dynamic capabilities are positively related to performance, and (2) this relationship is stronger in industries with higher levels of technological dynamism. We find support for the former (r c 5 0.296) but not for the latter, though results suggest the existence of moderators. Second, we theorize and demonstrate empirically that higher-order dynamic capabilities are more strongly related to performance than lower-order dynamic capabilities, lower-order dynamic capabilities partially mediate the relationship between higher-order dynamic capabilities and performance, and dynamic capabilities contribute more to performance in developing economies than in developed economies. These findings illustrate how the nature of the dynamic capability and the economic context in which it is utilized shape its value, thus offering a more nuanced conceptualization of the dynamic capabilities-performance relationship.

This study draws from social information processing theory and the climate literature to examine an antecedent to and the consequences of voice climate, defined as shared group member perceptions of the extent to which they are encouraged to engage in voice behaviors. The authors test their hypotheses using data collected from a sample of 374 full-time employees nested in 54 work groups. Their results indicate that group perceptions of supervisor undermining have a negative effect on group perceptions of voice climate. In addition, voice climate predicts group voice behavior and also has a significant influence on group performance beyond the influence through group voice behavior. These findings provide additional evidence for the predictive validity of the voice climate construct and provide future research opportunities for researchers.

As a test of the 2-dimensional model of work stressors, the present study proposed differential relationships between challenge stressors and hindrance stressors and role-based performance, which were expected to be moderated by organizational support. In a sample of 215 employees across 61 offices of a state agency, the authors obtained a positive relationship between challenge stressors and role-based performance and a negative relationship between hindrance stressors and role-based performance. In addition, organizational support moderated the relationship between challenge stressors and role-based performance but did not moderate the relationship between hindrance stressors and role-based performance. This suggests that organizations would benefit from increasing challenges in the workplace as long as they are supportive of employees and removing hindrances. Further implications for organizational theory and practice are discussed. (PsycINFO Database Record (c) 2009 APA, all rights reserved).