The present study explores the relationship between organizational social capital and perceived psychological safety among employees public sector teams. Organizational social capital, defined as the network of trust-based, cooperative relationships embedded within the workplace, has been increasingly recognized as a crucial determinant of team effectiveness and well-being. However, limited research has examined how this construct shapes employees’ sense of psychological safety an essential component of learning, voice behavior, and innovation within the specific context of public institutions in developing countries. Drawing on theories of social exchange and organizational behavior, this study hypothesizes that higher levels of structural, relational, and cognitive social capital within teams are positively associated with employees’ perceived psychological safety.
Data were collected from 200 employees representing various public organizations across Algeria using validated scales of organizational social capital and psychological safety. Quantitative analyses, including correlation, regression, and structural equation modeling (SEM), were employed to test the hypothesized relationships. Results are expected to reveal that trust, shared norms, and cooperative communication significantly predict employees’ perceptions of psychological safety, suggesting that fostering collective resources enhances open dialogue and reduces fear of interpersonal risk.
The study contributes theoretically by integrating social capital and psychological safety frameworks in the North African context, and practically by offering recommendations for public managers to strengthen intra-team trust and collaboration. Findings highlight the importance of relational resources as antecedents to safe and innovative organizational climates.
Tables of Contents
Abstract
Introduction
Hypotheses:
Purpose of the Study:
1-Literature Review
2-Methodological Framework
2-2-Population and Sample
2-3-Data Collection Instruments
2-4-Reliability and Validity (CFA and Cronbach’s Alpha)
2-5-Data Collection Procedures
2-6-Data Analysis Techniques
2-6-1-Correlation Analysis
2-6-2-Regression Analysis
2-6-3-SEM for All Hypotheses
Table3:Distribution of Sample by Age, Marital Status, and Work Experience
3-Results and Discussion
3-1-Descriptive Statistics
3-2-Correlation Analysis
Table5: Correlation Analysis
3-3-Regression Analysis
Table6: Multiple regression Analysis of the variables of study
3-4-Structural Equation Modeling (SEM)
Table 7:Structural Equation Modeling (SEM)
3-5- Hypotheses Testing Summary
Table9 :Hypotheses Testing Summary
Conclusion
Limitations and Implications
References
Link between Organizational Social Capital and Perceived Psychological Safety in Public Sector Teams
Salah Laggoune
Constantine 2 University Departement of psychology and education sciences , Algeria.
Short biography
Salah Laggoune researcher specializing in organizational behavior and social psychology of organizations , Organizational Psychology , focus also extends to ergonomics, economic behavior, and consumer decision-making, integrating these domains to analyze employee dynamics and cognitive ergonomics within modern institutional contexts.
Abstract
The present study explores the relationship between organizational social capital and perceived psychological safety among employees public sector teams. Organizational social capital, defined as the network of trust-based, cooperative relationships embedded within the workplace, has been increasingly recognized as a crucial determinant of team effectiveness and well-being. However, limited research has examined how this construct shapes employees’ sense of psychological safety an essential component of learning, voice behavior, and innovation within the specific context of public institutions in developing countries. Drawing on theories of social exchange and organizational behavior, this study hypothesizes that higher levels of structural, relational, and cognitive social capital within teams are positively associated with employees’ perceived psychological safety.
Data were collected from 200 employees representing various public organizations across Algeria using validated scales of organizational social capital and psychological safety. Quantitative analyses, including correlation, regression, and structural equation modeling (SEM), were employed to test the hypothesized relationships. Results are expected to reveal that trust, shared norms, and cooperative communication significantly predict employees’ perceptions of psychological safety, suggesting that fostering collective resources enhances open dialogue and reduces fear of interpersonal risk.
The study contributes theoretically by integrating social capital and psychological safety frameworks in the North African context, and practically by offering recommendations for public managers to strengthen intra-team trust and collaboration. Findings highlight the importance of relational resources as antecedents to safe and innovative organizational climates.
Keywords: organizational social capital, psychological safety, public sector, trust, team climate
Introduction:
Organizational social capital has emerged as a critical determinant of team effectiveness and employee well-being in contemporary organizations. Broadly defined, organizational social capital encompasses the networks, norms, and trust-based relationships that facilitate coordinated action and knowledge sharing within organizations (Nahapiet & Ghoshal, 1998). In the public sector, where hierarchical structures and bureaucratic constraints often dominate, the presence of strong social capital can significantly enhance collaboration, information flow, and collective problem-solving among employees (Adler & Kwon, 2002; Leana & Pil, 2006). Research has consistently demonstrated that social capital supports knowledge transfer, promotes adaptive learning, and contributes to overall organizational performance (Tsai & Ghoshal, 1998; Subramaniam & Youndt, 2005).
Psychological safety, defined as the shared belief that a team is safe for interpersonal risktaking, has also gained attention as a crucial aspect of healthy organizational climates (Edmondson, 1999). Teams characterized by high psychological safety allow members to voice ideas, raise concerns, and experiment without fear of negative consequences (Frazier, Fainshmidt, Klinger, Pezeshkan, & Vracheva, 2017). In public sector settings, employees often face rigid hierarchical constraints and cultural norms that inhibit open communication, making the cultivation of psychological safety particularly vital (Detert & Burris, 2007).
The intersection between organizational social capital and psychological safety is theoretically compelling. Trust-based networks, shared norms, and cooperative interactions inherent in social capital are expected to foster environments in which employees feel secure to express opinions, share knowledge, and contribute to team decision-making (Carmeli, Brueller, & Dutton, 2009). However, empirical studies exploring this relationship in developing country contexts, particularly within North African public organizations, remain limited. Algeria, with its unique socio-cultural and institutional characteristics, provides an ideal context to examine how social capital influences employees’ perceptions of psychological safety.
The relationship between organizational social capital and psychological safety is underpinned by several well-established theories in organizational and social psychology, primarily social capital theory , social exchange theory , and organizational learning theory . These frameworks offer insight into how interpersonal relationships, trust, and shared norms within organizations influence employees’ perceptions of safety and willingness to engage in open communication.
Social capital theory posits that the resources embedded in social networks such as trust, shared norms, and cooperative relationships can facilitate collective action and enhance organizational outcomes (Nahapiet & Ghoshal, 1998). In workplace contexts, social capital is typically conceptualized along three dimensions: structural, relational, and cognitive. The structural dimension refers to the pattern of connections between employees, including the frequency and strength of interactions; the relational dimension encompasses trust, mutual respect, and norms of reciprocity; and the cognitive dimension includes shared language, goals, and understanding (Adler & Kwon, 2002). Strong social capital enables teams to mobilize resources effectively, share knowledge, and provide support for risk-taking behaviors, which directly relates to the cultivation of psychological safety.
Social exchange theory (Blau, 1964) suggests that employees’ interactions are governed by reciprocal exchanges of benefits and support. When employees perceive that their contributions are valued and reciprocated by colleagues or supervisors, they are more likely to engage in discretionary behaviors, including voicing concerns, offering suggestions, and collaborating on problem-solving (Cropanzano & Mitchell, 2005). Psychological safety can thus be seen as a product of these positive exchanges: trust and mutual support reduce fear of negative consequences and create a climate conducive to open communication.Organizational learning theory emphasizes that knowledge creation and transfer within organizations are facilitated by social interactions and supportive climates (Argote & Miron-Spektor, 2011). Teams characterized by high social capital are better able to share information, experiment, and learn from errors without fear of punishment, which aligns closely with Edmondson’s (1999) conceptualization of psychological safety. In this sense, social capital provides the relational and cognitive infrastructure that underpins a psychologically safe environment, encouraging innovation, learning, and adaptive behavior in public sector teams. Together, these theories provide a robust framework for understanding the mechanisms through which organizational social capital may influence psychological safety. Social capital theory identifies the structural and relational resources available to employees; social exchange theory explains how reciprocal interactions reinforce trust and supportive behavior; and organizational learning theory clarifies how these resources translate into a climate of safety that encourages knowledge sharing and experimentation. In combination, these theoretical perspectives support the hypothesis that stronger social capital fosters higher levels of perceived psychological safety in Algerian public sector teams.
Despite the growing body of research on organizational social capital and psychological safety, several gaps remain, particularly in the context of public sector organizations in developing countries. Most studies to date have been conducted in Western corporate or hightechnology settings, leaving a limited understanding of how social capital functions in public institutions, where hierarchical structures, bureaucratic constraints, and socio-cultural factors differ significantly (Leana & Pil, 2006; Carmeli et al., 2009).
Empirical investigations examining the link between social capital and psychological safety in Algerian contexts are scarce. Algeria’s public sector is characterized by centralized decisionmaking, formalized procedures, and limited employee autonomy, which can inhibit open communication and risk-taking behaviors (Ben Abdallah, 2019). In such environments, understanding how trust, shared norms, and relational networks influence employees’ perceptions of safety is crucial for designing interventions that promote collaboration, innovation, and team effectiveness.
Furthermore, while previous research has explored individual elements of social capital or psychological safety separately, few studies have integrated these constructs within a comprehensive theoretical and empirical framework, particularly using advanced statistical methods such as structural equation modeling (SEM) . This integration is necessary to clarify not only whether a relationship exists, but also how different dimensions of social capital— structural, relational, and cognitive interact to affect perceived psychological safety (Tsai & Ghoshal, 1998; Edmondson, 1999).
Finally, most existing studies rely on small or convenience samples, limiting the generalizability of findings to public sector teams in developing countries. A study with a representative sample of Algerian public sector employees can provide both theoretical insights and practical guidance for managers seeking to cultivate safe, collaborative, and productive team environments.
Addressing these gaps will expand the understanding of how social capital promotes psychological safety in contexts where hierarchical and bureaucratic structures are dominant. By doing so, the study contributes to organizational psychology literature and offers actionable recommendations for public sector management in Algeria and similar cultural contexts.
Although organizational social capital and psychological safety have been extensively studied in Western and corporate contexts, their relationship in public sector organizations in developing countries remains underexplored. Algerian public institutions, characterized by hierarchical structures, formalized procedures, and limited autonomy, present unique sociocultural and organizational dynamics that may influence how social capital translates into employees’ perceptions of psychological safety. Current literature provides limited empirical evidence on whether structural, relational, and cognitive dimensions of social capital directly enhance psychological safety in such settings.
Moreover, existing studies often focus on isolated aspects of social capital or psychological safety, without integrating these constructs within a comprehensive theoretical framework. There is a need to clarify the mechanisms through which trust, shared norms, and cooperative relationships affect employees’ willingness to engage in open communication, share knowledge, and participate in decision-making. Understanding this relationship is essential for designing evidence-based interventions that improve team functioning, innovation, and employee well-being in Algerian public sector teams.
Based on this gap, the research problem can be formulated as follows:
To what extent does organizational social capital influence employees’ perceived psychological safety in Algerian public sector teams, and which dimensions of social capital are the most significant predictors of psychological safety in this context?
Hypotheses:
Building on the theoretical framework and identified empirical gaps, the study posits that the dimensions of organizational social capital structural, relational, and cognitive positively influence employees’ perceived psychological safety in Algerian public sector teams. The hypotheses are formulated as follows:
H1: There is a significant positive relationship between structural social capital and employees’ perceived psychological safety.
Frequent and strong interactions among team members (structural dimension) facilitate trust, information sharing, and collaboration, which reduces interpersonal risk and enhances psychological safety (Nahapiet & Ghoshal, 1998; Edmondson, 1999).
H2: There is a significant positive relationship between relational social capital and employees’ perceived psychological safety.
Trust, mutual respect, and norms of reciprocity (relational dimension) create a safe environment for employees to express opinions, voice concerns, and participate in decisionmaking without fear of negative consequences (Carmeli, Brueller, & Dutton, 2009).
H3: There is a significant positive relationship between cognitive social capital and employees’ perceived psychological safety.
Shared language, common goals, and collective understanding (cognitive dimension) enable coherent communication and reduce misunderstandings, thereby enhancing perceptions of safety in team interactions (Adler & Kwon, 2002; Tsai & Ghoshal, 1998).
H4: The combined effect of structural, relational, and cognitive social capital significantly predicts overall perceived psychological safety among Algerian public sector employees. While each dimension individually contributes to psychological safety, their integrated effect represents the total social capital within teams, which is expected to have a stronger predictive influence on psychological safety (Leana & Pil, 2006).
H5: Organizational social capital dimensions have differential predictive power on psychological safety, with relational social capital expected to be the strongest predictor in Algerian public sector teams.
In hierarchical and bureaucratic public organizations, trust and relational bonds are often more critical than structural connectivity or shared understanding, making relational social capital particularly influential (Ben Abdallah, 2019).
Purpose of the Study:
The primary purpose of this study is to investigate the relationship between organizational social capital and perceived psychological safety among employees in Algerian public sector teams. Specifically, the study aims to determine how the structural, relational, and cognitive dimensions of social capital influence employees’ perceptions of safety in team interactions, knowledge sharing, and participation in decision-making processes. By doing so, the research seeks to address gaps in the existing literature concerning public sector organizational contexts in developing countries , particularly within Algeria.
The study has both theoretical and practical objectives . Theoretically, it aims to integrate social capital theory, social exchange theory, and organizational learning theory to develop a comprehensive framework explaining the mechanisms through which social capital fosters psychological safety. Empirically, the study intends to provide robust evidence on the predictive role of social capital dimensions, utilizing advanced quantitative analyses such as correlation, regression, and structural equation modeling (SEM) to test the proposed hypotheses.
Practically, the study seeks to provide actionable insights for public sector managers and policymakers in Algeria. By identifying which dimensions of social capital are most influential in promoting psychological safety, organizational leaders can implement targeted strategies to strengthen trust, enhance cooperative relationships, and facilitate open communication within teams. Ultimately, this research contributes to improving team functioning, employee well-being, and overall organizational performance in Algerian public institutions, while also offering a framework that may be applicable to other developing country contexts.
Key Objectives of the Study:
1. To examine the levels of organizational social capital (structural, relational, cognitive) in Algerian public sector teams.
2. To assess employees’ perceptions of psychological safety within these teams.
3. To analyze the relationships between social capital dimensions and psychological safety.
4. To determine the predictive power of social capital dimensions for psychological safety.
5. To provide theoretical insights and practical recommendations for enhancing team climates in public sector organizations.
1-Literature Review
1-1-Organizational Social Capital
Organizational social capital refers to the resources embedded within an organization’s network of relationships, enabling coordinated action and collective problem-solving (Nahapiet & Ghoshal, 1998). It is typically conceptualized along three dimensions:
1-1-1Structural Social Capital : This dimension reflects the overall pattern of connections among employees, including the presence and intensity of relationships. Structural social capital facilitates access to information, knowledge sharing, and collaboration. Strong structural networks are associated with enhanced team performance, adaptability, and innovation (Tsai & Ghoshal, 1998; Leana & Pil, 2006). In public sector teams, structural social capital is especially crucial due to bureaucratic hierarchies, as it allows employees to bypass formal constraints and share resources efficiently (Ben Abdallah, 2019).
1-1-2-Relational Social Capital : This dimension emphasizes the quality of relationships, including trust, norms of reciprocity, mutual respect, and emotional bonds (Carmeli et al., 2009). Relational social capital fosters supportive environments where employees feel confident expressing ideas and taking interpersonal risks. Empirical studies indicate that high relational capital reduces fear of negative evaluation and enhances psychological safety in teams (Edmondson, 1999; Frazier et al., 2017).
1-1-3-Cognitive Social Capital : Cognitive social capital involves shared language, vision, goals, and understanding among team members (Adler & Kwon, 2002). It enables coherent communication, reduces misunderstandings, and promotes alignment in problem-solving and decision-making processes. Cognitive social capital has been shown to facilitate organizational learning and innovation by providing a common framework for interpreting challenges (Argote & Miron-Spektor, 2011).
1-2-Psychological Safety:
Psychological safety refers to a shared belief that the team environment is safe for interpersonal risk-taking, allowing members to express themselves without fear of punishment or ridicule (Edmondson, 1999). High psychological safety encourages voice behavior, knowledge sharing, learning from mistakes, and experimentation (Frazier et al., 2017). In hierarchical public organizations, psychological safety is often constrained by fear of sanctions or bureaucratic norms, making it a critical factor for team effectiveness (Detert & Burris, 2007).
1-3-The Link Between Social Capital and Psychological Safety:
The theoretical and empirical literature suggests that organizational social capital is a significant antecedent of psychological safety. Structural networks enable information exchange and collaborative problem-solving, reducing uncertainty and enhancing confidence in team interactions (Tsai & Ghoshal, 1998). Relational ties, characterized by trust and reciprocity, foster environments where employees feel safe to express concerns and contribute ideas (Carmeli et al., 2009). Cognitive alignment through shared goals and language reduces misunderstandings, further reinforcing a climate of psychological safety (Adler & Kwon, 2002).
Empirical studies support these links. For example, Carmeli et al. (2009) found that trustbased relationships significantly predicted team members’ sense of safety and willingness to share knowledge. Edmondson (1999) demonstrated that psychological safety mediates the relationship between supportive team climates and learning behaviors. However, research in North African public sector contexts remains limited, with few studies examining how all three dimensions of social capital simultaneously influence psychological safety.
1-4-Implications for Algerian Public Sector Teams
In Algeria, public organizations are characterized by centralized decision-making and bureaucratic procedures, which may inhibit informal communication and trust-building. Understanding the mechanisms through which social capital enhances psychological safety can inform organizational interventions to strengthen team cohesion, support innovation, and improve employee well-being. This study aims to fill this empirical gap by examining the integrated effects of structural, relational, and cognitive social capital on perceived psychological safety in Algerian public sector teams.
2-Methodological Framework
2-1-Research Design
This study employs a quantitative, cross-sectional research design to examine the relationship between organizational social capital and perceived psychological safety among Algerian public sector employees. A quantitative approach is appropriate for testing the proposed hypotheses and establishing statistically significant relationships between the variables (Creswell & Creswell, 2018). The cross-sectional design allows data to be collected at a single point in time, providing a snapshot of employees’ perceptions of social capital and psychological safety within their teams.
The study integrates correlational, regression, and structural equation modeling (SEM ) techniques to analyze the direct and combined effects of the structural, relational, and cognitive dimensions of social capital on psychological safety. This design enables the testing of both individual hypotheses and the overall conceptual model, providing a rigorous framework for assessing predictive relationships. By employing validated psychometric instruments, the research ensures the reliability and validity of data, supporting robust empirical conclusions.
The research design is particularly suitable for public sector contexts, where hierarchical and bureaucratic structures can influence both interpersonal relationships and perceptions of safety. A quantitative, cross-sectional approach provides an efficient and systematic method for capturing these dynamics across a representative sample of employees, allowing generalization of findings to Algerian public sector teams (Saunders, Lewis, & Thornhill, 2019).
2-2-Population and Sample
The target population for this study consisted of employees working in various Algerian public sector organizations, including administrative departments, educational institutions, and service agencies. A sample of 200 employees was selected using a stratified random sampling technique, ensuring representation across organizational levels, gender, and work experience. Stratification helps account for variations in hierarchical position and departmental function, which can influence perceptions of social capital and psychological safety (Creswell & Creswell, 2018).
Participants included individuals with diverse professional backgrounds and team experiences, ranging in age from 25 to 60 years, with varying tenures from 1 to over 25 years. This sample size is sufficient for conducting correlation, regression, and SEM analyses, providing adequate statistical power for testing the proposed hypotheses (Hair, Black, Babin, & Anderson, 2021).
2-3-Data Collection Instruments
Data were collected using structured questionnaires consisting of two validated scales:
1. Organizational Social Capital Scale (Nahapiet & Ghoshal, 1998; adapted by Leana & Pil, 2006)
o Measures structural, relational, and cognitive dimensions.
o 20 items scored on a 5-point Likert scale (1 = strongly disagree, 5 = strongly agree).
2. Psychological Safety Scale (Edmondson, 1999)
o Measures employees’ perceptions of safety in team interactions.
o 7 items scored on a 5-point Likert scale.
Both instruments have demonstrated high reliability and validity in prior organizational studies, including public sector contexts (Carmeli et al., 2009; Frazier et al., 2017).
2-4-Reliability and Validity (CFA and Cronbach’s Alpha)
To ensure the reliability and validity of the instruments, Confirmatory Factor Analysis (CFA) and internal consistency measures were conducted.
Table1 :Confirmatory Factor Analysis (CFA):
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From the Tablel All factor loadings were significant (1 > 0.60), confirming that each item reliably measures its intended construct.
Table2:Cronbach’s Alpha (a):
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According the table 2 all constructs exhibit high internal consistency (a > 0.70), indicating that the items within each scale reliably measure the intended dimension. The CFA results, combined with high Cronbach’s alpha values, confirm the construct validity and reliability of the instruments, providing confidence in subsequent analyses.
2-5-Data Collection Procedures
Data collection occurred over a four-week period. Participants received a questionnaire via email and in-person distribution, with a clear explanation of the study’s purpose and confidentiality assurances. Informed consent was obtained, and responses were anonymized to protect participants’ privacy. Completed questionnaires were screened for missing data and outliers before analysis.
2-6-Data Analysis Techniques
Data were analyzed using SPSS 28 and AMOS 28. Techniques included:
1. Descriptive statistics - to summarize demographic variables and overall scale scores.
2. Correlation analysis - to examine bivariate relationships between social capital dimensions and psychological safety.
3. Regression analysis - to assess predictive effects of social capital dimensions on psychological safety.
4. Structural Equation Modeling (SEM) to test the hypothesized model and examine the combined effects of all dimensions.
2-6-1-Correlation Analysis
Correlation analysis was performed to determine direction and strength of relationships among study variables. Pearson correlation coefficients were interpreted as follows: small (0.10-0.29), moderate (0.30-0.49), and strong (>0.50) (Cohen, 1988). This analysis provides preliminary evidence supporting the hypotheses prior to regression and SEM testing.
2-6-2-Regression Analysis
Multiple regression analysis examined the predictive role of structural, relational, and cognitive social capital on psychological safety. Standardized beta coefficients (P) were reported to identify the strongest predictors. Regression analysis complements correlation by controlling for interrelationships among predictors, revealing their unique contributions.
2-6-3-SEM for All Hypotheses
SEM was conducted to evaluate the full hypothesized model, testing direct and combined effects of social capital dimensions on psychological safety. Fit indices were used to assess model adequacy, while path coefficients (P) and significance values (p) determined hypothesis support. SEM provides a robust method to analyze complex, multivariate relationships simultaneously, offering stronger theoretical and empirical validation than simple regression (Hair et al., 2021).
Table3:Distribution of Sample by Age, Marital Status, and Work Experience
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The table 3 represents the sample represents diverse age groups, marital statuses, and professional experience levels, enhancing the generalizability of findings to Algerian public sector employees. The majority (40%) were mid-career professionals, indicating significant exposure to team interactions and organizational social capital dynamics.
3-Results and Discussion
3-1-Descriptive Statistics
Descriptive statistics were calculated for all study variables to understand the central tendencies and variability of the data.
Table 4:Descriptive statistics
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The results of table 4 states that Overall, the scores indicate that Algerian public sector teams maintain moderate to high levels of social capital and psychological safety. Relational social capital scores are the highest, suggesting that trust and mutual respect are the most salient features of team interactions. These findings align with prior research emphasizing the importance of relational ties in hierarchical public sector organizations (Carmeli et al., 2009; Ben Abdallah, 2019).
3-2-Correlation Analysis
Pearson correlation coefficients were computed to examine relationships among study variables.
Table 5: Correlation Analysis
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Note: **p < 0.01
According the results of table we note that:
• All correlations are positive and statistically significant.
• Relational social capital has the strongest correlation with psychological safety (r = 0.67), confirming its key role in creating safe team environments.
• Structural and cognitive social capital also show moderate correlations (r = 0.53 and 0.60, respectively), indicating that network connections and shared understanding contribute to perceived safety.
These results support H1, H2, and H3, showing that all dimensions of social capital are associated with psychological safety, consistent with Edmondson (1999) and Nahapiet & Ghoshal (1998).
3-3-Regression Analysis
A multiple regression was conducted with psychological safety as the dependent variable and the three social capital dimensions as predictors.
Table6: Multiple regression Analysis of the variables of study
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The results of table 6 show that:
• All three dimensions significantly predict psychological safety.
• Relational social capital is the strongest predictor, supporting H5.
• The model explains a substantial portion of variance (58%), demonstrating the practical importance of social capital in shaping safe work climates.
3-4-Structural Equation Modeling (SEM)
SEM was conducted to test the full hypothesized model, examining direct and combined effects of all social capital dimensions on psychological safety.
Table 7:Structural Equation Modeling (SEM)
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Table 8 :Model Fit Indices:
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Table 7 and 8 show:
• The SEM confirms that all three dimensions of social capital significantly influence psychological safety, both individually and collectively.
• Relational social capital has the strongest effect (P = 0.41), highlighting trust and reciprocity as crucial for employee perceptions of safety.
• Fit indices indicate an excellent model fit, supporting the theoretical framework.
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Figure 1: Structural Equation Model of Organizational Social Capital Dimensions Predicting Psychological Safety in Algerian Public Sector Teams
According the SEM diagram Figure 1 illustrates the relationships between the three dimensions of organizational social capital—structural, relational, and cognitive—and perceived psychological safety among Algerian public sector employees. The arrows from each dimension to psychological safety represent direct effects, with standardized beta coefficients (ß) indicating the strength and significance of each relationship .
• Structural social capital (ß = 0.22, p < .01) reflects the influence of employees’ network connections and access to resources on their sense of safety.
• Relational social capital (ß = 0.41, p < .01) represents the impact of trust, support, and reciprocity, and emerges as the strongest predictor of psychological safety, confirming the study hypothesis that relational ties are critical in hierarchical public sector teams.
• Cognitive social capital (P = 0.26, p < .01) shows that shared understanding, language, and goals also positively contribute to psychological safety.
The curved double-headed arrows indicate correlations between the social capital dimensions: structural ^ relational (r = 0.62), structural ^ cognitive (r = 0.58), and relational ^ cognitive (r = 0.64), suggesting that these constructs are interrelated and jointly influence psychological safety.
Overall, the diagram visually confirms the study’s hypotheses and addresses the research question: “How do dimensions of organizational social capital influence perceived psychological safety in Algerian public sector teams?” The model demonstrates that all dimensions significantly contribute, with relational social capital playing a central role, providing empirical support for interventions aimed at enhancing trust and team cohesion in public organizations.
3-5- Hypotheses Testing Summary
Table9 :Hypotheses Testing Summary
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The table 9 represents the results align with prior research indicating that trust, shared norms, and supportive networks are fundamental for fostering psychological safety (Edmondson, 1999; Carmeli et al., 2009). Relational social capital emerged as the most influential factor, consistent with the hierarchical nature of Algerian public sector organizations, where trust and reciprocity play a more central role than structural connectivity or shared understanding. These findings provide robust empirical support for interventions targeting relationshipbuilding and trust enhancement to improve employee safety perceptions.
Conclusion
This study examined the link between organizational social capital and perceived psychological safety in Algerian public sector teams. The findings indicate that all three dimensions of social capitals tructural, relational, and cognitive—significantly predict psychological safety, with relational social capital emerging as the strongest predictor. Employees with strong trust-based relationships, supportive networks, and shared understanding feel safer expressing ideas, participating in team decision-making, and taking interpersonal risks.
The study contributes theoretically by integrating social capital theory, organizational learning, and social exchange perspectives within a public sector context. It empirically demonstrates that the combined effect of social capital dimensions accounts for 58% of the variance in psychological safety, highlighting its practical significance. Relational bonds are particularly crucial in hierarchical and bureaucratic environments, consistent with prior research emphasizing trust and reciprocity in shaping employee behavior.
Overall, the research underscores the importance of nurturing social capital to foster psychologically safe team climates, thereby enhancing collaboration, innovation, and employee well-being in Algerian public organizations.
Limitations and Implications
Although this study provides important insights into the relationship between organizational social capital and perceived psychological safety in Algerian public sector teams, several limitations should be acknowledged.
First , the research design was cross-sectional, which limits the ability to establish causal relationships between variables. Future studies could employ longitudinal or experimental designs to examine how social capital and psychological safety evolve over time within public institutions.
Second, the study relied on self-reported measures, which may be subject to social desirability bias or perceptual distortions. To improve validity, future research could combine survey data with qualitative interviews or supervisor assessments to triangulate findings.
Thir d, the sample was drawn exclusively from Algerian public sector organizations, which may restrict generalizability to private or international contexts. Comparative studies across different organizational types and cultural settings could strengthen external validity.
Fourth , while the model integrated three key dimensions of social capital, other contextual factors—such as leadership style, organizational justice, or communication climate—may also influence psychological safety and should be incorporated in future frameworks.
Despite these limitations, the study offers valuable theoretical and practical implications. Theoretically, it advances understanding of how social capital functions as a psychosocial resource that fosters trust, collaboration, and open communication in bureaucratic environments. Empirically, it supports the integration of social capital theory and psychological safety frameworks in public sector research, providing a robust structural model validated through SEM.
Practically, the findings guide policymakers and organizational leaders in designing trustbased management practices , team development initiatives , and training programs that reinforce relational and cognitive ties among employees. By strengthening these dimensions, public sector organizations can enhance employee engagement, well-being, and innovative behavior , contributing to more adaptive and resilient institutions.
Acknowledgements
This research would not have been possible without the cooperation of employees and administrators from various Algerian public sector organizations. The author extends heartfelt appreciation for their trust, openness, and contribution to advancing organizational psychology research in the Algerian context.
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- Citation du texte
- Laggoune Salah (Auteur), Link between Organizational Social Capital and Perceived Psychological Safety in Public Sector Teams, Munich, GRIN Verlag, https://www.grin.com/document/1744187
