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Effects of Public Service Motivation on R&D Project-Based Team Learning Where Psychological Safety Is a Mediator and Project Management Style Is a Moderator

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  • Jintana Pattanatornchai

    (School of Knowledge Science, Japan Advanced Institute of Science and Technology, Nomi 923-1211, Ishikawa, Japan
    School of Manufacturing Systems and Mechanical Engineering, Industrial Engineering and Smart Logistics, Sirindhorn International Institute of Technology, Thammasat University, Pathum Thani 12120, Thailand)

  • Youji Kohda

    (School of Knowledge Science, Japan Advanced Institute of Science and Technology, Nomi 923-1211, Ishikawa, Japan)

  • Amna Javed

    (School of Knowledge Science, Japan Advanced Institute of Science and Technology, Nomi 923-1211, Ishikawa, Japan)

  • Kalaya Udomvitid

    (NECTEC, National Science and Technology Development Agency, Pathum Thani 12120, Thailand)

  • Pisal Yenradee

    (School of Manufacturing Systems and Mechanical Engineering, Industrial Engineering and Smart Logistics, Sirindhorn International Institute of Technology, Thammasat University, Pathum Thani 12120, Thailand)

Abstract

While public service motivation (PSM) and teamwork are widely recognized as crucial drivers for effective public service delivery, researchers primarily analyze these factors independently and at a personal level. The existing literature rarely explores the interplay between PSM, the project team learning process (PTLP), and psychological safety (PS) within research and development (R&D) project teams, particularly in national R&D organizations. This study addresses this gap by proposing a theoretical model that examines the combined effect of individual motivation and team collaboration, mediated by PS, on R&D PTLP. Additionally, it investigates the moderating influence of project management (PM) styles—fully agile and partially agile—on these relationships. The proposed method utilizes partial least squares structural equation modeling (PLS-SEM) for quantitative data analysis. Our findings revealed a positive relationship between PSM, PS, and R&D PTLP, with PS acting as a significant mediator. Notably, the relationship between PSM and R&D PTLP was stronger under fully agile project management compared to partially agile settings. These findings suggest that both project teams and organizations should prioritize promoting PS and consider the moderating effects of project management styles to foster a sustainable R&D team learning process, particularly within national R&D institutions.

Suggested Citation

  • Jintana Pattanatornchai & Youji Kohda & Amna Javed & Kalaya Udomvitid & Pisal Yenradee, 2024. "Effects of Public Service Motivation on R&D Project-Based Team Learning Where Psychological Safety Is a Mediator and Project Management Style Is a Moderator," Administrative Sciences, MDPI, vol. 14(5), pages 1-24, May.
  • Handle: RePEc:gam:jadmsc:v:14:y:2024:i:5:p:93-:d:1387508
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    References listed on IDEAS

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    1. Pekka Abrahamsson & Kieran Conboy & Xiaofeng Wang, 2009. "‘Lots done, more to do’: the current state of agile systems development research," European Journal of Information Systems, Taylor & Francis Journals, vol. 18(4), pages 281-284, August.
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