The Effect of Psychological Safety in Accelerators

Abstract

This master thesis aims to understand how psychological safety affects teaming in accelerator programmes. We outline that accelerators represent the current paradigm shift of building teams while building businesses, coined as teaming. Collaborating members in accelerator programmes are confronted with not only business but personal opportunities and risks. Psychological safety in a team increases members’ feeling of security to speak up. Despite the associated benefits, little is known on the effect of psychological safety in accelerators. We conducted a qualitative exploratory study of two independent accelerator programmes with semi-structured interviews of members of each programme’s cohort. Our findings reinforce the perspective of psychological safety being an intermediate link between the collaborative work environment characteristics, and individual behaviour, such as motivation, and team learning. The accelerator programme structure affects teaming and psychological safety, directly affecting perceived programme value. We identify two structural elements of significant influence: investments in participants, and the appointment of a point of contact for founders. In interpreting our findings, we sharpen the understanding of power structures and inclusive leadership behaviour in accelerators, and their influence on the establishment of psychological safety. Based on our serendipitous finding that teaming is a goal in itself in accelerator programmes, we argue that the research stream of teaming complements the existing research on accelerators and their structure. We emphasise the essential role of psychological safety in accomplishing the goal of accelerating entrepreneurial ventures. Understanding psychological safety’s effects on teaming in accelerators may bring us closer to understanding the importance of establishing a safe work environment among temporary, collaborative individuals. Keywords: Psychological Safety; Teaming; Accelerator; Accelerator Programme; Team Learning; Learning Behaviour; Temporary Collaboration; Intensity; Work Environment; Founders; Mentors; Programme Managers; Inclusive Leadership; Power Structures; Entrepreneurial Ventures