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

Jintana Pattanatornchai (), Youji Kohda, Amna Javed, Kalaya Udomvitid and Pisal Yenradee ()
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Jintana Pattanatornchai: School of Knowledge Science, Japan Advanced Institute of Science and Technology, Nomi 923-1211, Ishikawa, Japan
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

Administrative Sciences, 2024, vol. 14, issue 5, 1-24

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.

Keywords: public service motivation; psychological safety; project-based team learning; research team; national R&D organization; project management (search for similar items in EconPapers)
JEL-codes: L M M0 M1 M10 M11 M12 M14 M15 M16 (search for similar items in EconPapers)
Date: 2024
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