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Shodh Sari-An International Multidisciplinary Journal

Vol-04, Issue-03(Jul-Sep 2025)

An International scholarly/ academic journal, peer-reviewed/ refereed journal, ISSN : 2959-1376

Psychological Safety and Inclusion in Virtual Teams: Lessons from Multinational Organizations

Bajwa, Kirandeep Kaur

Assistant Professor, Dr. B.R. Ambedkar National Institute of Technology, Jalandhar (PB)

DOI: https://doi.org/10.59231/SARI7851

Subject: Organizational Psychology / Business Management / Human Resources

Page No: 249-277

Received: April 25, 2025

Accepted: June 05, 2025

Published: July 01, 2025

Thematic Classification: Psychological Safety, Virtual Teams, Inclusive Workplace, Multinational Organizations, Remote Work Dynamics, Team Performance.

Abstract

As virtual teams become a structural norm within multinational organizations, the concepts of psychological safety and inclusion have gained critical importance. In virtual settings, where physical cues and informal interactions are limited, fostering an environment where team members feel safe to express ideas, raise concerns, and contribute authentically becomes both a challenge and a necessity. This viewpoint paper employs a literature review methodology to examine how psychological safety and inclusion manifest within virtual teams across diverse cultural and organizational contexts. Drawing from peer-reviewed studies, industry reports, and theoretical frameworks, the paper identifies recurring themes, including the role of inclusive leadership, trust-building mechanisms, cross-cultural communication, and the strategic use of technology. The findings reveal that while virtual workspaces offer flexibility and global connectivity, they can also amplify feelings of isolation, exclusion, and miscommunication if not managed proactively. Multinational organizations that have successfully cultivated psychologically safe virtual environments demonstrate a consistent commitment to empathy-driven leadership, transparent communication, and inclusive decision-making. The paper discusses case examples and synthesizes actionable insights that organizations can adopt to enhance team cohesion, innovation, and employee well-being in distributed settings. By framing psychological safety and inclusion as strategic imperatives rather than optional values, this paper calls for an intentional redesign of virtual team practices. It encourages future research and organizational policy to focus on creating equitable virtual experiences that honor diversity, encourage vulnerability, and sustain trust across geographical and cultural boundaries.

Keywords: Psychological Safety, Virtual Teams, Inclusion, Multinational Organizations, Cross-Cultural Communication, Remote Work Dynamics

Impact Statement

This research provides valuable insights into the dynamics of psychological safety and inclusion within virtual teams, particularly in multinational organizational settings. As remote and hybrid work models become increasingly prevalent, fostering a sense of belonging, open communication, and trust among geographically and culturally diverse team members is more critical than ever. The study highlights key enablers such as inclusive leadership, culturally intelligent practices, and supportive digital communication strategies that contribute to psychologically safe virtual environments. By examining real-world practices in global organizations, the research bridges theory and practice, offering actionable strategies for HR professionals, team leaders, and policymakers. The findings are especially relevant for shaping training programs, remote work policies, and leadership development initiatives aimed at enhancing team performance and employee well-being. This study contributes to the broader discourse on organizational resilience, equity, and sustainable work culture in the digital age, and encourages inclusive practices in managing distributed teams.

About Author

Dr. Kirandeep Kaur Bajwa is an academician and a researcher, with a deep interest in management education, international business, and organizational behavior. She holds a Ph.D. in Management and is working with Dr. B.R. Ambedkar National Institute of Technology, Jalandhar. Her work focuses on emerging themes such as psychological safety, inclusive leadership, and the future of work in digital and cross-cultural contexts. Passionate about transforming education for sustainable development, she leads initiatives aimed at bridging research with practical impact, particularly for youth and vocational learners. Dr. Bajwa regularly contributes to peer-reviewed journals and international conferences and has published interdisciplinary research on ethics, Green HRM, and innovation. Her scholarly and field-based work reflects a strong commitment to ethical, inclusive, and impact-oriented education and organizational development.

Cite this Article

APA 7th Style 

Bajwa, K. K. (2025). Psychological safety and inclusion in virtual teams: Lessons from multinational organizations. Shodh Sari-An International Multidisciplinary Journal, 4(03), 249–277. https://doi.org/10.59231/SARI7851

Chicago 17th Style 

Bajwa, Kirandeep Kaur. “Psychological Safety and Inclusion in Virtual Teams: Lessons from Multinational Organizations.” Shodh Sari-An International Multidisciplinary Journal 4, no. 3 (2025): 249–277. https://doi.org/10.59231/SARI7851.

MLA 9th Style 

Bajwa, Kirandeep Kaur. “Psychological Safety and Inclusion in Virtual Teams: Lessons from Multinational Organizations.” Shodh Sari-An International Multidisciplinary Journal, vol. 4, no. 3, 2025, pp. 249-277, https://doi.org/10.59231/SARI7851.

Statements and Declarations

Peer-Review Method: This article underwent a double-blind peer-review process by two independent external experts in Human Resource Management and Industrial Psychology to ensure the qualitative depth and practical applicability of the organizational lessons presented.

Competing Interests: The author (Kirandeep Kaur Bajwa) declares that there are no financial, personal, or professional conflicts of interest that could have inappropriately influenced the research findings or the analysis of the multinational case studies.

Funding: This research was conducted as part of the author’s academic and professional activities at the Dr. B.R. Ambedkar National Institute of Technology, Jalandhar. No specific external grants or commercial funding were received for this work.

Data Availability: The analysis is based on a review of case studies from multinational corporations (MNCs) and a synthesis of contemporary literature on virtual collaboration. All primary sources and theoretical frameworks cited are available through public academic archives and institutional libraries.

Licence: Psychological Safety and Inclusion in Virtual Teams: Lessons from Multinational Organizations © 2025 by Kirandeep Kaur Bajwa is licensed under CC BY-NC-ND 4.0. This work is published by the International Council for Education Research and Training (ICERT).

Ethics Approval: As this study is a theoretical review and case-study analysis focused on organizational behavior and does not involve direct clinical experimentation on human participants, it was deemed exempt from formal ethical review by the Institutional Research Committee of NIT Jalandhar.

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