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What strengthens and weakens psychological safety in sales teams under Covid-19 and sudden virtuality?

Baguio, Cathrin Abigail; Heggem, Emilie
Master thesis
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2932835.pdf (3.514Mb)
Appendix 1 - Preliminary, Thesis Msc.pdf (525.7Kb)
Appendix 2 - Interview guide.pdf (116.7Kb)
Appendix 3 - Approval NSD.pdf (366.4Kb)
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https://hdl.handle.net/11250/2790318
Utgivelsesdato
2021
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Samlinger
  • Master of Science [1117]
Sammendrag
March 2020, the world was surprised by Covid-19, a fast-spreading pandemic,

which forced organizations, such as Tech-Org, to suddenly overnight work

virtually. Our research setting is Tech-Org, an international organization that

develops and sells HR technology. We have examined how the pandemic and

sudden virtuality, as external factors, impact psychological safety in sales teams;

more specifically, “what strengthens and weakens psychological safety in sales

teams under Covid-19 and sudden virtuality?” We did a multiple-case study, and

our research methods were semi-structured interviews and observation. Our units

of analysis were three sales teams, where we interviewed 12 participants, including

team members and leaders. We have constructed a table illustrating our aggregated

dimensions as emerging changes with virtuality that weaken and strengthen

psychological safety through our analysis. Our findings suggest that external factors

urge the leaders to buffer for external uncertainty. Also, sudden virtuality

exaggerates the distance and already individualized seller role. Moreover,

employees grapple with the new normal and virtuality differently, where domestic

relations, age, and experience are crucial. There is a gap between oldtimers and

newcomers where individuals express themselves differently due to age and

experience. Also, findings show that individuals struggle with informal and

spontaneous interactions with virtuality due to a lack of physical cues, which

leaders proactively respond to by increasing planned sessions. In addition, we found

that culture, heart-to-heart and one-on-ones, digital appreciation, and virtual

celebrations build interpersonal relations. Findings insinuate that employees

respond to failure differently. In addition, leaders approaching uncertainty and their

overall leadership are critical. In conclusion, several reactive and proactive changes

weaken or strengthen PS under Covid-19 and sudden virtuality, where leaders

should make changes to ensure a psychologically safe climate under uncertainty.
Beskrivelse
Masteroppgave(MSc) in Master of Science in Business, Leadership and Change - Handelshøyskolen BI, 2021
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Handelshøyskolen BI

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