Link between Organizational Social Capital and Perceived Psychological Safety in Public Sector Teams

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