<?xml version="1.0" encoding="UTF-8"?>
<ArticleSet>
  <Article>
    <Journal>
      <PublisherName></PublisherName>
      <JournalTitle>Future of Work and Digital Management Journal</JournalTitle>
      <Issn></Issn>
      <Volume>1</Volume>
      <Issue>Serial Number 2</Issue>
      <PubDate PubStatus="epublish">
        <Year>2023</Year>
        <Month>10</Month>
        <Day>01</Day>
      </PubDate>
    </Journal>
    <ArticleTitle>Identifying Organizational Factors That Promote Psychological Safety in Remote Teams</ArticleTitle>
    <VernacularTitle>Identifying Organizational Factors That Promote Psychological Safety in Remote Teams</VernacularTitle>
    <FirstPage>12</FirstPage>
    <LastPage>22</LastPage>
    <Language>EN</Language>
    <AuthorList>
      <Author>
        <FirstName></FirstName>
        <LastName></LastName>
        <Affiliation></Affiliation>
      </Author>
    </AuthorList>
    <PublicationType>Journal Article</PublicationType>
    <History>
      <PubDate PubStatus="received">
        <Year>2023</Year>
        <Month>08</Month>
        <Day>16</Day>
      </PubDate>
    </History>
    <Abstract>&lt;table&gt;&#13;
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&lt;td&gt;&#13;
&lt;p&gt;This study aimed to explore and identify key organizational factors that promote psychological safety among employees working in remote teams. Using a qualitative phenomenological design, this research was conducted through semi-structured interviews with 19 remote team members based in Tehran. Participants were selected via purposive sampling to ensure relevant experience with remote collaboration. Interviews were conducted until theoretical saturation was reached. The data were transcribed verbatim and analyzed using thematic analysis supported by NVivo software. The analysis followed an inductive approach to identify recurring patterns and categories grounded in participants’ lived experiences. Three main themes emerged: leadership and managerial practices, team culture and interpersonal norms, and organizational structures and processes. Within these themes, subcategories such as transparent communication, supportive leadership, inclusive team norms, and equitable access to digital resources were found to significantly influence psychological safety. Participants emphasized that authentic leadership, consistent feedback systems, informal communication rituals, and structured onboarding played critical roles in creating emotionally secure environments. The presence of trust-building behaviors, open dialogue norms, and accessible infrastructure were reported as essential enablers. Across all themes, the intentional design of both digital systems and interpersonal dynamics was found to be central to sustaining psychological safety in virtual settings. Psychological safety in remote teams is not solely the result of digital connectivity but emerges from the interplay between empathetic leadership, inclusive team cultures, and well-structured organizational systems. Organizations seeking to enhance psychological safety must integrate relational strategies and equitable digital governance practices that support open communication, emotional trust, and team cohesion in distributed work environments.&lt;/p&gt;&#13;
&lt;/td&gt;&#13;
&lt;/tr&gt;&#13;
&lt;/tbody&gt;&#13;
&lt;/table&gt;</Abstract>
    <ObjectList>
      <Object Type="keyword">
        <Param Name="value">Psychological safety</Param>
      </Object>
      <Object Type="keyword">
        <Param Name="value">remote teams</Param>
      </Object>
      <Object Type="keyword">
        <Param Name="value">digital governance</Param>
      </Object>
      <Object Type="keyword">
        <Param Name="value">organizational culture</Param>
      </Object>
    </ObjectList>
    <ArchiveCopySource DocType="pdf">https://www.journalfwdmj.com/index.php/fwdmj/article/download/14/15</ArchiveCopySource>
  </Article>
</ArticleSet>
