Journal of nursing management · 2026
Expatriate Nurses' Experiences of Psychological Safety and Cultural Adaptation in Saudi Arabian Hospitals: A Qualitative Interview Study.
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Almutairi Asrar S, Almutairi Rayhanah R, Almutairi Hend N, Alodhailah Abdulaziz M
Аннотация
AIM: To explore how organisational support systems shape psychological safety and cultural adaptation among expatriate nurses working in Saudi Arabian hospitals.
BACKGROUND: Expatriate nurses make up a substantial share of the nursing workforce in Gulf health systems, and their integration is a recurring nurse management concern. Psychological safety, the shared belief that a team is safe for interpersonal risk-taking, is a plausible but underexamined organisational mechanism linking management practice to expatriate nurse adaptation, voice and retention.
METHODS: Qualitative interview study with an interpretative phenomenological orientation, reported in accordance with the Consolidated Criteria for Reporting Qualitative Research (COREQ). Seventeen expatriate nurses (Philippines n = 7, India n = 5, Pakistan n = 3 and Egypt n = 2) were purposively recruited from three hospitals in Riyadh, Saudi Arabia (two government and one private), and each took part in one semistructured interview (45-75 min). Analysis followed a hybrid inductive-deductive procedure: Each transcript was first analysed idiographically and inductively, cross-case patterns were then developed and only at that point were the patterns examined against Edmondson's four psychological safety dimensions.
RESULTS: Three themes were constructed, each represented across the whole sample. Safety-undermining workplace contexts comprised rigid hierarchies, implicit doubt about foreign credentials and unclear norms about how mistakes would be treated. Organisationally facilitated psychological safety was described in relation to formal mentorship, collegial assistance, hierarchical accessibility and explicit cultural competency work. Safety-enabled adaptation captured accounts in which perceived safety accompanied question-asking, experimentation, help-seeking and authentic cross-cultural engagement. Participants with access to structured mentorship (n = 8) described more consistent experiences of safety than those relying on informal or no support (n = 9); the design does not permit comparative or causal inference.
CONCLUSION: Participants described psychological safety as an organisational condition that managers can act on, rather than an incidental by-product of a pleasant workplace.
IMPLICATIONS FOR NURSING MANAGEMENT: Nurse managers can treat psychological safety as something to be built and monitored: Train mentors, explicitly in safety-building behaviours, make access to nursing leadership routine rather than nominal and locate cultural competency in everyday ward practice rather than in one-off induction sessions.
BACKGROUND: Expatriate nurses make up a substantial share of the nursing workforce in Gulf health systems, and their integration is a recurring nurse management concern. Psychological safety, the shared belief that a team is safe for interpersonal risk-taking, is a plausible but underexamined organisational mechanism linking management practice to expatriate nurse adaptation, voice and retention.
METHODS: Qualitative interview study with an interpretative phenomenological orientation, reported in accordance with the Consolidated Criteria for Reporting Qualitative Research (COREQ). Seventeen expatriate nurses (Philippines n = 7, India n = 5, Pakistan n = 3 and Egypt n = 2) were purposively recruited from three hospitals in Riyadh, Saudi Arabia (two government and one private), and each took part in one semistructured interview (45-75 min). Analysis followed a hybrid inductive-deductive procedure: Each transcript was first analysed idiographically and inductively, cross-case patterns were then developed and only at that point were the patterns examined against Edmondson's four psychological safety dimensions.
RESULTS: Three themes were constructed, each represented across the whole sample. Safety-undermining workplace contexts comprised rigid hierarchies, implicit doubt about foreign credentials and unclear norms about how mistakes would be treated. Organisationally facilitated psychological safety was described in relation to formal mentorship, collegial assistance, hierarchical accessibility and explicit cultural competency work. Safety-enabled adaptation captured accounts in which perceived safety accompanied question-asking, experimentation, help-seeking and authentic cross-cultural engagement. Participants with access to structured mentorship (n = 8) described more consistent experiences of safety than those relying on informal or no support (n = 9); the design does not permit comparative or causal inference.
CONCLUSION: Participants described psychological safety as an organisational condition that managers can act on, rather than an incidental by-product of a pleasant workplace.
IMPLICATIONS FOR NURSING MANAGEMENT: Nurse managers can treat psychological safety as something to be built and monitored: Train mentors, explicitly in safety-building behaviours, make access to nursing leadership routine rather than nominal and locate cultural competency in everyday ward practice rather than in one-off induction sessions.