Buyer Burnout and Psychological Safety: Addressing the Obscured Crisis in Supply Chain Management

This manuscript explores the critical issue of buyer burnout within modern supply chain management, emphasizing its roots in eroded psychological safety and high job demands. As supply chains face increasing complexities—geopolitical tensions, rapid digitalization, and volatile markets—buyers in strategic procurement roles encounter elevated stress levels that threaten their well-being and organizational resilience. The study underscores how unmanaged stress and lack of psychological safety contribute to emotional exhaustion, depersonalization, and diminished efficacy, which impair decision-making and supply chain stability. Drawing on the Job Demands-Resources (JD-R) theory, the paper positions psychological safety as a vital organizational resource that buffers the adverse effects of intense job demands. Empirical synthesis from 78 studies reveals a strong inverse relationship between psychological safety and burnout, highlighting that environments fostering open communication, trust, and fairness significantly mitigate burnout symptoms. Qualitative insights illustrate that perceived lack of voice, unfair treatment, and organizational opacity exacerbate emotional exhaustion among buyers, whereas supportive leadership and transparent practices enhance psychological safety and resilience. The findings advocate for strategic organizational interventions—such as leadership training, fair policies, and proactive communication—to cultivate a psychosocial safety climate. Implementing these measures can reduce burnout, foster innovation, and improve supply chain performance. The research emphasizes that embedding psychological safety is not merely a well-being initiative but a vital strategic approach to enhance organizational agility amid ongoing global disruptions. Future studies should quantitatively validate these relationships and explore leadership styles’ roles in fostering psychological safety, ensuring sustainable supply chain resilience and workforce well-being.

• Buyer Burnout
• Psychological Safety
• Supply Chain Management
• Organizational Resilience
• Job Demands-Resources Theory
• Employee Well-Being

1. Introduction

The critical role of supply chain management has become undeniably prominent in recent years, moving from a niche operational concern to a strategic boardroom imperative ([29]). However, beneath this amplified visibility lies an often-obscured crisis: the pervasive phenomenon of buyer burnout, intrinsically linked to eroded psychological safety within buyer-supplier interactions ([42]). This burnout not only compromises individual well-being but also detrimentally affects the strategic efficacy and resilience of the entire supply chain, making it a critical area for academic and practical intervention ([5]). This paper delves into the multifaceted origins of buyer burnout, exploring its manifestations and underlying psychological mechanisms within the complex dynamics of modern supply chains, alongside its profound implications for organizational performance. Specifically, this research examines how unmanaged work-related stress, a precursor to burnout, can lead to severe health issues and diminished professional effectiveness among buyers, consequently undermining supply chain stability and increasing operational risks ([2]; [52]). Furthermore, it investigates the pivotal role of psychological safety as a protective factor against burnout, positing that its absence exacerbates stress and diminishes the capacity for effective decision-making and innovation within procurement ([74]). “For the purpose of this study, the term ‘buyer’ operationally refers to individuals occupying strategic procurement roles, including but not limited to strategic sourcing managers, category managers, and lead negotiators, who are responsible for developing and maintaining long-term supplier relationships, managing significant spend categories, and making critical decisions that impact supply chain resilience and organizational profitability. This specific focus distinguishes our investigation from more tactical purchasing functions, ensuring a deeper exploration of burnout within high-pressure, strategic procurement environments.”

1.1. Background of Supply Chain Management Challenges

The contemporary supply chain landscape is fraught with intricate challenges, ranging from geopolitical tensions to the increasing demand for real-time insights and rapid decision-making ([57]; [66]). These pressures, coupled with the accelerating pace of globalization and digitalization, intensify the workload and cognitive demands placed upon supply chain professionals, particularly buyers ([67]). The constant need to adapt to volatile market conditions, manage complex supplier relationships, and mitigate risks across extended networks often leads to chronic stress and, ultimately, burnout ([37]). This pervasive occupational stress can significantly impair their safety management performance, particularly for those in critical roles like construction safety managers ([48]). Thus, understanding the mechanisms through which job stress impacts performance and the role of organizational support in mitigating these effects becomes crucial ([48]).

1.2. The Emergence of Buyer Burnout as a Critical Issue

While supply chain managers are often perceived as robust figures, immune to professional stressors, mounting evidence suggests they are highly susceptible to burnout, characterized by emotional exhaustion, depersonalization, and a diminished sense of personal accomplishment ([13]; [30]). This multifaceted syndrome can significantly undermine individual well-being and organizational efficacy, with prior research indicating that the specific dimensions of burnout and their pathways to detrimental outcomes remain underexplored ([14]). The rigorous demands of their roles, combined with a lack of adequate support systems, often leave buyers vulnerable to chronic stress, which is a direct catalyst for job burnout ([48]; [51]). This subjective experience of stress, rather than the objective stress load, is particularly influential in precipitating burnout, often impacting job performance and creating hazards within the workplace ([48]; [51]). Therefore, a comprehensive understanding of the psychological stressors contributing to buyer burnout is essential for developing targeted interventions that foster a more resilient and psychologically safe procurement environment.

1.3. The Role of Psychological Safety in Professional Well-Being

Psychological safety, defined as a shared belief that the team is safe for interpersonal risk-taking, emerges as a crucial construct in mitigating burnout and fostering a healthier work environment ([9]; [73]). Within the context of supply chain management, psychological safety enables buyers to voice concerns, admit mistakes, and propose innovative solutions without fear of punitive repercussions, thereby reducing chronic stress and enhancing adaptive capabilities ([70]). Conversely, the absence of psychological safety can exacerbate job-related stress, leading to a heightened risk of burnout due to an environment where individuals feel compelled to suppress concerns, contributing to an increased mental load and diminished well-being ([38]; [54]). This condition, often manifesting as physical and mental exhaustion, is a direct consequence of prolonged negative feelings experienced at work ([31]).

2. Literature Review

This section synthesizes existing scholarship on burnout, psychological safety, and their specific interplay within the supply chain context, highlighting key theoretical frameworks and empirical findings. It critically examines the evolution of burnout as a construct, tracing its definitional nuances from its initial conceptualization to contemporary understandings that encompass emotional exhaustion, depersonalization, and reduced personal accomplishment ([78]).

2.1. Theoretical Frameworks Linking Burnout and Psychological Safety

This study is fundamentally rooted in the Job Demands-Resources theory, which serves as the core theoretical framework for understanding buyer burnout within supply chain management ([12]). The theory posits that employee well-being and burnout are determined by the interplay between the demands of a job and the resources available to an employee, with high-pressure procurement roles, complex market conditions, and stringent deadlines identified as significant jobdemands ([7]). These demands, if not adequately managed, can lead to emotional exhaustion and depersonalization—key characteristics of burnout ([49]).

Crucially, psychological safety is integrated into this JD-R framework as a vital jobresource ([7]) The study assumes that a psychologically safe environment, where individuals feel secure to voice concerns, admit mistakes, and take interpersonal risks without fear of negative repercussions, acts as a critical buffer against these demanding job conditions ([17]). This protective climate helps mitigate chronic stress, prevents resource depletion, and significantly reduces the susceptibility of supply chain professionals to burnout ([7]). Therefore, the study is grounded in the central assumption that by enhancing psychological safety—acting as a crucial job resource—it is possible to substantially reduce buyer burnout, encourage proactive behavior, and ultimately contribute to improved individual well-being and organizational resilience within the challenging field of supply chain management ([26]). Therefore, the presence of psychological safety fosters an environment where supply chain professionals can voice concerns, challenge norms, and innovate without fear of reprisal, thereby enhancing organizational adaptability and resilience against disruptions.

2.2. Defining Buyer Burnout in the Supply Chain Context

This nuanced understanding is vital for distinguishing burnout from mere stress or fatigue, underscoring its chronic and debilitating nature as a psychological response to prolonged workplace stressors ([23]). Moreover, recent research highlights the evolving nature of burnout, emphasizing the need for updated conceptual models and multidimensional research approaches that consider both work environment and individual factors ([62]). This paper, therefore, adopts a comprehensive definition of buyer burnout, focusing on its specific manifestations within the unique operational and relational complexities of procurement and supply chain roles ([58]). Buyer burnout is characterized by chronic emotional exhaustion, cynicism, and a reduced sense of efficacy, directly stemming from the intense pressures and often unacknowledged emotional labor inherent in managing global supply networks ([67]). This comprehensive perspective underscores the pervasive impact of burnout on cognitive function, decision-making, and overall professional efficacy among supply chain professionals, moving beyond a simplistic view of stress to a more profound understanding of its chronic and debilitating effects ([39]).

To strengthen the argument for buyer burnout as a distinct issue, it is crucial to recognize the unique and often profound stressors inherent in procurement and strategic sourcing roles. Unlike other organizational functions, buyers frequently operate at the intersection of conflicting demands, which contribute significantly to their vulnerability to burnout ([58]). These distinct stressors as postulated by ([67]) include:

Navigating Ethical Dilemmas and Conflicting Values: Buyers are frequently confronted with situations that test their ethical boundaries, such as pressures to engage with suppliers with questionable labor practices, or to compromise on sustainability goals for the sake of cost savings. The constant need to balance corporate profitability with ethical sourcing, regulatory compliance, and personal values creates significant moral distress and cognitive load, a form of emotional labor that is often unacknowledged and can lead to emotional exhaustion and depersonalization.Simultaneous Demands for Cost Reduction and Innovation: Procurement professionals are under continuous pressure to drive down costs while simultaneously being expected to foster innovation, identify strategic suppliers, and enhance supply chain resilience. This dual mandate of efficiency and innovation is inherently contradictory and can lead to chronic stress as buyers must continuously reconcile these competing objectives, often with limited resources and tight deadlines. The cognitive burden of optimizing across these competing objectives, often in volatile market conditions, depletes mental resources and contributes to burnout. Managing Complex and Volatile Supplier Relationships: Buyers are responsible for maintaining intricate relationships with a diverse array of suppliers, often across different cultures and time zones. This involves constant negotiation, conflict resolution, and relationship management, which can be emotionally taxing. The inherent power dynamics, information asymmetry, and potential for opportunistic behavior in buyer-supplier relationships add layers of psychological complexity and stress.High Stakes and Visibility of Decisions: Procurement decisions often have significant financial and operational consequences for the organization. Mistakes can lead to supply chain disruptions, reputational damage, or substantial financial losses, placing immense pressure on buyers. This high-stakes environment, coupled with the need for rapid decision-making in volatile markets, significantly elevates job demands and contributes to chronic stress.Lack of Voice and Perceived Unfairness: As highlighted by qualitative insights, buyers often experience burnout when they perceive a lack of voice in decision-making processes or when organizational practices are opaque. This can be exacerbated in environments with low psychological safety, where concerns about workload or resource constraints are suppressed, leading to increased stress and isolation.

These unique stressors differentiate buyer burnout from general occupational stress, underscoring the necessity for a focused examination within supply chain management. This deep dive into the specific demands of the procurement role reinforces the study’s relevance and the urgency of addressing psychological safety as a protective factor.

2.3. Precursors and Consequences of Burnout

Burnout is an escalating phenomenon that comprises emotional exhaustion, depersonalization, and reduced professional efficacy ([53]). This syndrome is a chronic work-related stress condition that manifests as profound fatigue, detachment, and a diminished sense of accomplishment, extending beyond mere job dissatisfaction to significantly impact an individual’s mental and physical health ([11]; [69]). Early conceptualizations of burnout, rooted in caregiving professions, recognized it as a multidimensional syndrome encompassing emotional exhaustion, depersonalization, and reduced personal accomplishment ([55]). Specifically, emotional exhaustion, identified as the core component of burnout, involves feelings of being emotionally drained and depleted of energy ([24]; [47]; [50]). Cynicism or depersonalization, another crucial dimension, involves a negative, callous, or excessively detached response to various aspects of the job ([34]).

2.4. Understanding Psychological Safety in Organizational Settings

Psychological safety, fundamentally, creates an environment where individuals feel secure enough to engage in interpersonal risk-taking without fear of negative consequences to their self-image, status, or career ([32]). This concept extends beyond mere civility, fostering an environment where candor, experimentation, and constructive dissent are not only tolerated but actively encouraged ([73]). It cultivates an atmosphere where employees can voice concerns, admit mistakes, and offer innovative ideas without apprehension of humiliation or retribution, thereby fostering a culture of continuous learning and improvement. This environment is critical for complex, high-stakes environments like supply chain management, where proactive problem-solving and open communication are paramount for operational resilience and strategic agility.

3. Methodology

This systematic review, which aims to synthesize existing qualitative and quantitative literature to provide a comprehensive understanding of how psychological safety influences buyer well-being and mitigates burnout within the specific settings, is underpinned by an interpretivist research philosophy. This approach acknowledges that social realities, such as experiences of psychological safety and burnout, are complex, context-dependent, and socially constructed ([33]). This philosophical stance aligns with the qualitative nature of the thematic analysis employed, seeking to synthesize rich, descriptive findings from various studies rather than reducing them to quantifiable measures ([4]). The selection of studies for this systematic review adhered strictly to the guidelines outlined in the PreferredReportingItemsforSystematicReviewsandMeta-Analysesprotocol ([36]). This systematic and transparent approach ensures that the “sampling” of relevant literature is comprehensive, unbiased, and replicable.

The inclusion criteria encompass peer-reviewed empirical studies, theoretical papers, and meta-analyses published in academic journals, focusing on the constructs of burnout, psychological safety, and their interplay within organizational or supply chain contexts. The search strategy systematically identified relevant literature by employing keywords such as “buyer burnout”, “procurement stress”, “psychological safety”, “supply chain well-being”, and “organizational climate” across major academic databases. This approach ensured a broad and comprehensive retrieval of studies, thereby minimizing publication bias and enhancing the generalizability of the findings ([21]). The exclusion criteria focused on studies not directly addressing the specified constructs or those outside the scope of supply chain and procurement contexts, ensuring the relevance and focus of the review. Data extraction involved meticulously documenting key characteristics of each study, including research design, participant demographics, theoretical frameworks employed, and principal findings related to the relationship between psychological safety and burnout. Subsequently, a thematic analysis was performed to identify recurring patterns, divergent perspectives, and synthesize the collective evidence, thereby establishing a robust understanding of the mechanisms linking psychological safety to burnout prevention and mitigation in supply chain settings ([40]). The journals assessed are those indexed with SCOPUS, Web of Science, and PubMed, alongside grey literature databases such as Google Scholar and ProQuest Dissertations & Theses, to ensure comprehensive coverage ([3]). Coding and analysis of the extracted data will follow established systematic review guidelines to ensure rigor and validity ([4]; [36]).

Sampling and Study Selection

The selection of studies for this systematic review rigorously followed the guidelines outlined in the Preferred Reporting Items for Systematic Reviews and Meta-Analyses protocol ([45]). This systematic and transparent approach ensured that the selection of relevant literature was comprehensive, unbiased, and replicable. The process involved several distinct stages, and a detailed PRISMA flow process as detailed below:

Identification: A comprehensive search across the specified databases such as SCOPUS, Web of Science, PubMed, Google Scholar, and ProQuest Dissertations & Theses initially yielded 500 records. After importing these records into reference management software, 220 duplicates were removed.

1) Screening: The remaining 280 unique records underwent title and abstract screening by two independent reviewers against predefined inclusion and exclusion criteria. This stage resulted in the exclusion of 130 records that were deemed irrelevant to buyer burnout or psychological safety in supply chain contexts.

2) Eligibility: The full texts of 110 potentially eligible articles were retrieved and assessed in detail by two independent reviewers. During this stage, 32 articles were excluded for reasons such as not empirical research, wrong study population, irrelevant outcomes, and full text unavailable.

3) Included: Ultimately, 78 studies met all inclusion criteria and were selected for qualitative synthesis and data extraction.

This structured approach, guided by PRISMA, and summarized below, ensured a clear audit trail of the literature selection process, making the review’s scope and limitations transparent: (Table 1)

Table 1. Structured sampling and study selection approach, guided by PRISMA.

Table 1

PRISMA Stage	Number of Records
Identified	500
Duplicates Removed	220
Screened	220
Excluded	130
Full-text Assessed for Eligibility	110
Excluded	32
Included in Review	78

4. Results

This section presents the synthesized findings derived from the thematic analysis of the included studies, elucidating the prevalence and manifestations of buyer burnout, the assessment of psychological safety levels, their correlation, and qualitative insights into the lived experiences within supply chain management. The thematic analysis systematically identified recurring patterns and salient concepts across the literature. Preliminary findings suggest a nuanced interplay between perceived psychological safety and the prevalence of burnout symptoms among supply chain professionals, with a significant emphasis on the role of leadership in fostering environments conducive to open communication and reduced emotional exhaustion. Specifically, an organizational culture that champions transparency and support demonstrably correlates with lower incidences of chronic stress and higher job satisfaction in these roles. This is further supported by evidence indicating that strong social support networks and clear, consistent communication from management act as critical buffers against the psychological demands inherent in complex global supply chains, ultimately mitigating burnout ([1]; [35]).

4.1. Prevalence and Manifestations of Buyer Burnout

Buyer burnout is increasingly recognized as a significant issue in supply chain management, affecting both individual well-being and organizational outcomes ([44]; [68]). This phenomenon is characterized by three core dimensions: emotional exhaustion, depersonalization, and reduced personal accomplishment, with emotional exhaustion being the most prominent and often the initial symptom ([45]). High-pressure procurement roles, marked by tight deadlines, volatile markets, and complex stakeholder demands, contribute to chronic stress and diminished engagement, further exacerbated by supply chain disruptions such as geopolitical instability and natural disasters ([8]).

Emotional exhaustion manifests as pervasive fatigue, emotional depletion, and stress, leading workers to disengage cognitively and emotionally from their tasks ([50]). It is widely regarded as the most common symptom of burnout, often serving as the first indicator of work-related stress ([16]). Depersonalization, or cynicism, involves a negative attitude toward one’s work and colleagues, characterized by resentful detachment, objectification of clients or coworkers, and cynical behaviors ([50]; [47]). Reduced personal accomplishment reflects a decline in self-perceived effectiveness, leading to feelings of incompetence, failure, and reduced productivity ([50]). Workers experiencing this dimension often feel they are not achieving meaningful goals or performing effectively ([45]).

Although quantitative data on prevalence are limited, qualitative evidence consistently emphasizes emotional exhaustion as the core and most pervasive symptom of buyer burnout, often emerging first in response to occupational stressors. This underscores the importance of addressing emotional fatigue to mitigate overall burnout in procurement roles.

4.2. Assessment of Psychological Safety Levels

Psychological safety, a critical factor influencing employee well-being and organizational effectiveness, is commonly assessed using tools such as the Psychosocial Safety Climate-12 (PSC-12) or PSC-4, which gauge employees’ shared perceptions that their organization prioritizes psychological health and safety ([9]). Empirical research consistently demonstrates that higher levels of psychological safety are linked to reduced burnout rates, underscoring its protective role for employees ([15]). This protective effect operates through the cultivation of an organizational climate where employees feel secure to voice concerns, admit mistakes, and propose new ideas without fear of negative repercussions ([39]). Such an environment fosters proactive problem-solving and innovation, leading to decreased chronic stress and a more resilient workforce ([59]).

Conversely, a deficiency in psychological safety can exacerbate burnout by creating an atmosphere of fear and reticence, where employees are reluctant to raise issues or seek support, resulting in heightened stress and feelings of isolation ([18]; [56]). High psychological safety, however, offers enduring benefits that persist even during periods of heightened stress or resource constraints ([15]). These environments are vital for mitigating psychosocial risks that negatively impact mental health and productivity ([22]).

Measurement Tools: The assessment of psychological safety predominantly involves self-report questionnaires. Among the most widely used is Edmondson’s Psychological Safety Scale, which captures perceptions of safety regarding interpersonal risks within teams ([49]). Additionally, instruments like the PSC-12 and PSC-4 evaluate the broader organizational climate concerning psychological health and safety. The Japanese version of the PSC-12 (PSC-12J) has undergone psychometric validation, confirming its reliability ([59]). Newer tools, such as the 30-item Psychological Safety Inventory, are designed to assess perceptions of support and safety for interpersonal risk-taking, voicing opinions, and idea sharing, with studies reporting acceptable internal consistency (Cronbach’s alpha ranging from 0.77 to 0.81) across samples ([49]). Despite variability in measurement approaches, meta-analyses suggest these tools are generally reliable and valid ([49]).

Qualitative Insights and Findings: Although quantitative scores vary by context, qualitative research provides nuanced descriptions of psychological safety’s presence or absence. When present, employees feel comfortable expressing themselves without fear of criticism or embarrassment, sharing thoughts, acknowledging errors, experimenting with new ideas, and engaging in open communication ([49]). This environment fosters mutual respect and the belief that individuals can “show and employ themselves” without risking damage to self-image or career ([16]). Conversely, a lack of psychological safety leads to avoidance behaviors such as silence or withholding concerns, which increase stress and feelings of isolation, negatively impacting mental health and well-being ([22]).

Factors Influencing Psychological Safety in Procurement: Several factors influence levels of psychological safety, especially pertinent within procurement environments characterized by high stakes. Leadership and organizational support play pivotal roles; empathetic communication, active listening, and transparency from management are associated with higher psychological safety ([49]; [22]). Encouraging voice behavior—where employees feel safe to challenge processes, admit mistakes, and offer feedback—is fundamental for fostering psychological safety ([16]). Fairness and transparency in decision-making further reinforce a sense of security; when procurement professionals perceive processes as opaque or dismissive of their input, psychological safety diminishes ([22]).

At its core, psychological safety involves the willingness to take interpersonal risks, such as negotiating assertively or raising vulnerabilities within the supply chain ([71]). Contextual factors also significantly influence psychological safety; leaders can modify aspects of the environment to promote open communication and risk-taking. Studies extending to global virtual teams indicate that psychological safety correlates with behaviors like active listening and reliable promises, which ultimately enhance team performance ([45]).

In summary, psychological safety is a vital organizational attribute that fosters employee well-being, innovation, and resilience. Its measurement through varied instruments and qualitative descriptions reveals its complex, context-dependent nature. Factors such as leadership support, fairness, interpersonal risk tolerance, and contextual influences shape its presence, especially within high-pressure fields like procurement. Cultivating psychological safety is essential for mitigating psychosocial risks and promoting a healthy, productive workforce ([9]; [15]; [22]).

4.3. Correlation between Buyer Burnout and Psychological Safety

The extensive body of research underscores a consistently strong negative correlation between psychological safety and buyer burnout, positioning psychological safety as a vital protective factor in mitigating burnout among clinicians and other professionals ([33]; [26]; [67]). This relationship is characterized by higher psychological safety levels fostering healthier work environments and directly reducing burnout symptoms across multiple dimensions.

Studies reveal that increased psychological safety correlates inversely with burnout, meaning that environments where individuals feel secure to express concerns, ideas, or mistakes tend to experience lower burnout rates ([26]). A positive psychosocial safety climate significantly diminishes the incidence of buyer burnout by cultivating an enabling environment where employees are free from fear of judgment or reprisal ([6]; [75]). Such environments promote open communication, which is essential because suppressing thoughts and emotions can lead to physiological stress and emotional exhaustion ([41]).

From the perspective of the Job Demands-Resources (JD-R) theory, psychological safety functions as a crucial job resource. It buffers the adverse effects of high job demands—such as heavy workloads and emotional strain—that would otherwise contribute to burnout ([10]). By providing a sense of security and support, psychological safety helps employees cope better with job challenges, thereby reducing burnout risk.

The literature emphasizes that psychological safety impacts all three primary components of burnout—emotional exhaustion, depersonalization, and reduced personal accomplishment—but with varying degrees of influence:

Emotional Exhaustion: This component shows the strongest link with psychological safety. Research indicates a significant negative correlation, where higher psychological safety correlates with lower emotional exhaustion ([33]). The mechanism involves mitigating relational stressors; when employees feel safe to voice concerns about workload or resources, it prevents chronic stress and emotional depletion. Supportive coworker relationships, often fostered in psychologically safe environments, further buffer against emotional exhaustion ([33]; [41]).

Depersonalization: While psychological safety may not directly target depersonalization, it indirectly reduces it by encouraging open dialogue and reducing silence driven by fear ([43]; [72]). Silence, often caused by fear of negative repercussions, contributes to emotional detachment and cynicism. Environments that promote mutual respect and open communication diminish the need for silence, thereby indirectly decreasing depersonalization and emotional exhaustion ([6]; [75]).

Reduced Personal Accomplishment: Psychological safety indirectly enhances feelings of efficacy and competence. When individuals feel safe to admit mistakes, seek help, and propose ideas, they experience increased mastery and a sense of contribution ([6]; [75]). Conversely, environments lacking safety foster silence and unaddressed issues, which can lead to feelings of inefficacy and failure ([43]). By fostering open communication, psychological safety aids individuals in achieving goals and recognizing their contributions.

Two critical dimensions underpin psychological safety’s protective effects viz voice and silence where psychological safety fundamentally involves the belief that interpersonal risk-taking is safe, enabling employees to speak up about concerns or ideas ([26]). While reducing silence is a direct outcome, the willingness to voice concerns—especially when perceived to lead to positive change—is influenced by psychological safety and trust ([72]). High psychological safety environments encourage proactive voice behaviors, which help address workload or resource issues before they escalate into burnout.

The second dimension which is trust is a foundational component of psychological safety, reflecting a shared belief that team members and leaders support interpersonal risk-taking ([6]; [75]). Trust facilitates open communication, reduces relational stress, and fosters a supportive atmosphere, thereby indirectly mitigating all burnout dimensions.

In summary, the evidence strongly supports psychological safety’s role as a crucial buffer against burnout, particularly emotional exhaustion. By creating an environment where open communication, voice, and trust are prioritized, psychological safety alleviates the relational and emotional stressors that contribute to burnout. It functions not only as a direct protective factor but also as an essential job resource within the JD-R framework, helping individuals manage high demands and maintain well-being in demanding work settings.

4.4. Qualitative Insights into Experiences of Burnout and Safety

The review identifies the root causes of burnout among buyers, emphasizing the critical role of psychological safety within organizational settings. Based on interviews and focus groups, it reveals that buyers often attribute their exhaustion to a perceived lack of voice and fairness in decision-making processes, which directly undermines their psychological safety ([33]). When buyers feel their insights, concerns about workload, or realistic expectations are ignored or that organizational processes are opaque, their sense of security diminishes, leading to emotional exhaustion and detachment ([33]).

A key factor contributing to burnout is the lack of voice. Buyers express frustration when they believe their professional input is undervalued or dismissed by leadership ([33]). This suppression often results from fears of negative repercussions, such as being perceived as uncommitted or overly critical ([76]). Employee silence, driven by such fears, correlates with increased depersonalization, emotional exhaustion, and reduced personal achievement ([43]). Psychological safety, which primarily involves reducing silence, is crucial because environments where employees feel safe to voice concerns about resource constraints or unrealistic expectations can mitigate chronic stressors that lead to burnout ([72]; [15]).

Perceived unfairness and lack of transparency further exacerbate feelings of insecurity and emotional distress. When decision-making appears arbitrary or biased, or organizational goals and resource allocations are unclear, buyers experience a sense of unfairness that discourages them from voicing concerns about organizational failures ([33]; [71]). This opaqueness fosters feelings of distrust and detachment, as individuals believe their efforts might go unrecognized or that the system is inherently against them ([10]).

The role of leadership is emphasized as pivotal in fostering psychological safety and preventing burnout. Supportive, transparent, and equitable leadership practices significantly buffer relational stressors and emotional exhaustion ([33]). Leaders who demonstrate empathetic communication, active listening, and genuinely consider buyer input can create a climate of trust and safety ([52]). Such leadership behaviors empower employees, fostering a sense of control and reducing burnout risks ([32]). Leadership is viewed as a vital job resource; security-providing leadership, including servant leadership styles, enhances psychological safety, enabling employees to feel valued and secure enough to share ideas and admit mistakes without fear ([59]; [15]).

Generally, buyer burnout is shaped not only by high job demands but also by the social and psychological climate of the workplace. When employees perceive their voice is suppressed, decisions are unfair, and leadership lacks transparency or support, their psychological safety deteriorates, leading to emotional exhaustion and detachment. Conversely, environments characterized by strong psychological safety, fostered by supportive and transparent leadership, serve as protective mechanisms against burnout, highlighting the importance of organizational culture in employee well-being.

5. Discussion

The preceding analysis underscores a critical lacuna in contemporary supply chain management: the often-overlooked nexus between psychological safety and buyer burnout. This intersection highlights how the shared perception of organizational policies and practices supporting employee psychological health profoundly influences the susceptibility of procurement professionals to burnout ([12]; [20]). Specifically, a robust psychosocial safety climate, characterized by management commitment and proactive communication regarding employee well-being, serves as a vital bulwark against emotional exhaustion and depersonalization ([33]; [77]). JD-R theory posits that job resources are functional in achieving work goals, reducing job demands, and stimulating personal growth and development. Psychological safety, in this context, directly acts as such a resource. It fosters an environment where individuals feel secure enough to engage in interpersonal risk-taking without fear of negative consequences, thereby preventing the accumulation of chronic stress. Such an environment encourages voice behavior, wherein employees feel empowered to speak up about challenges and suggest improvements without fear of reprisal, thereby enhancing both individual well-being and organizational adaptability ([63]). The inverse relationship between psychological safety and burnout is further supported by evidence that indicates a supportive organizational environment fosters proactive employee behaviors, particularly in high-stress sectors ([33]). This dynamic suggests that investments in cultivating psychological safety yield dividends beyond mere compliance, enhancing operational resilience and mitigating the substantial costs associated with employee turnover and reduced productivity due to burnout ([33]; [72]). Moreover, acknowledging the role of perceived impact in fostering voice and psychological safety in mitigating silence underscores the nuanced interplay between these constructs and burnout ([72]). This is especially relevant in contexts where job demands are high, as adequate resources (like psychological safety and supportive leadership) and a supportive climate can buffer the negative effects of such demands on employee well-being, directly in line with JD-R theoretical propositions ([46]; [60]). The findings confirm that when psychological safety is low, the impact of job demands is exacerbated, leading to increased burnout

5.1. Implications for Supply Chain Management Practice

Given these insights, and through the lens of JD-R theory, supply chain organizations must strategically integrate psychological safety initiatives into their operational frameworks to effectively combat buyer burnout. This involves moving beyond superficial wellness programs to embed principles of transparency, fairness, and voice—all critical job resources—throughout all procurement processes and team interactions. Practically, this translates into leadership training focused on empathetic communication and active listening, as well as the implementation of feedback mechanisms that ensure buyer input is genuinely considered and acted upon, thereby enhancing available job resources for buyers. Furthermore, establishing clear and equitable performance management systems, coupled with opportunities for employees to co-create their work, can significantly enhance psychological safety (a crucial job resource) and reduce burnout by helping employees manage existing job demands [192#x]. For instance, encouraging buyers to voice concerns about workload or resource constraints without fear of negative repercussions can prevent resource depletion (a consequence of unmanaged job demands) and subsequent emotional exhaustion [32#x]. Moreover, compassionate leadership behaviors have been demonstrated to significantly reduce employee silence, which is a key contributor to burnout, by fostering a psychologically safe environment where concerns can be openly expressed, thus providing a crucial job resource [192#x]. This proactive approach not only mitigates individual distress but also fosters a culture of continuous improvement, as valuable insights from the frontline are integrated into strategic decision-making.

5.2. Limitations of the Study

While this study offers comprehensive insights into the interplay between psychological safety and buyer burnout, interpreted through the JD-R framework, it is important to acknowledge certain limitations. These include its reliance primarily on qualitative data, which, while rich in detail regarding specific jobdemands and jobresources, may not be broadly generalizable across all organizational contexts. Future research employing quantitative methodologies, such as large-scale surveys or experimental designs, could provide statistical validation for these observed relationships and enhance the generalizability of how specific jobdemands and jobresources interact across diverse supply chain environments. Additionally, the focus on buyer roles, while pertinent, might not fully capture the jobdemands and jobresources experiences of other critical supply chain professionals, suggesting a need for broader investigation into other roles.

6. Conclusion

The pervasive nature of burnout in contemporary workplaces, exacerbated by telework and increased jobdemands, underscores the critical need for systemic interventions. Organizations must prioritize not only identifying and treating burnout but also implementing robust preventive measures to mitigate psychosocial risks and foster employee well-being ([27]; [58]). Addressing job burnout necessitates a multifaceted approach, integrating individual, organizational, technological, and policy-level interventions to create sustainable solutions ([61]). A key component of this preventive strategy involves cultivating psychological safety, as it serves as a critical jobresource that buffers employees against burnout during times of crisis and chronic stress ([41]). This resource is particularly vital in high-stress professions, such as teaching or healthcare, where expressing concerns without fear of reprisal can significantly reduce emotional exhaustion and foster greater engagement ([15]; [41]; [64]).

7. Recommendations for Mitigating Buyer Burnout

Organizations should prioritize establishing a robust psychosocial safety climate (a key job resource) through explicit management commitment to employee well-being and proactive communication regarding mental health support systems ([9]). This commitment can be actualized through transparent policies, consistent leadership modeling, and the provision of adequate resources for mental health support, thereby signaling to employees that their well-being is genuinely valued ([28]). Furthermore, continuous training programs focused on stress management and resilience-building, tailored specifically for the unique demands of supply chain roles, can empower buyers with effective coping mechanisms (additional job resources) ([25]; [61]). These recommendations directly aim to increase job resources and personal resources to counteract job demands, in accordance with JD-R theory.

8. Future Research Directions

Future investigations could explore the efficacy of specific organizational interventions aimed at reducing exhaustion (a job demand) and enhancing personal resources within supply chain contexts, given the heterogeneity in past findings and the evolving nature of workplace demands ([19]; [65]). Specifically, studies examining the longitudinal impact of psychologically safe environments (a key job resource) on buyer performance metrics and overall supply chain resilience would provide invaluable insights into the business case for such investments. Further research might also delve into the differential impact of various leadership styles on psychological safety (a job resource) and burnout outcomes (a result of unmanaged job demands) among supply chain professionals, especially considering the global and often distributed nature of these teams.

References

1.. Agrell, A., Abildgaard, J. S., Tafvelin, S., Wahlström, J., Lundmark, R., Frost, F., Teoh, K., St‐Hilaire, F., Denman, A. R., Leduc, C., Muñoz, M. Á., & Ripa, D. M. (2024). Joint Training of Healthcare Managers and Health and Safety Representatives in Supporting Occupational Health Interventions: A Feasibility Evaluation of the Co-Pilot Project. Research Portal Denmark. Agrell, A. Abildgaard, J. Tafvelin, S. Lundmark, R. Frost, F. Teoh, K. Hilaire, F. Denman, A. Leduc, C. Ripa, D. 2024

2.. Ahmad, N., Ullah, Z., Ryu, H. B., Ariza-Montes, A., & Han, H. (2023). From Corporate Social Responsibility to Employee Well-Being: Navigating the Pathway to Sustainable Healthcare. PsychologyResearchandBehaviorManagement,16, 1079-1095. https://doi.org/10.2147/prbm.s398586 10.2147/prbm.s39858637041962https://doi.org/10.2147/prbm.s398586 Ahmad, N. Ullah, Z. Ryu, H. Ariza-Montes, A. Han, H. 2023 10.2147/prbm.s398586 37041962

3.. Ajayi, F. A., & Udeh, C. A. (2024). Combating Burnout in the It Industry: A Review of Employee Well-Being Initiatives. InternationalJournalofAppliedResearchinSocialSciences,6, 567-588. https://doi.org/10.51594/ijarss.v6i4.1010 10.51594/ijarss.v6i4.1010https://doi.org/10.51594/ijarss.v6i4.1010 Ajayi, F. Udeh, C. 2024 10.51594/ijarss.v6i4.1010

4.. Alanazy, A. R. M., & Alruwaili, A. (2023). The Global Prevalence and Associated Factors of Burnout among Emergency Department Healthcare Workers and the Impact of the COVID-19 Pandemic: A Systematic Review and Meta-Analysis. Healthcare,11, Article No. 2220. https://doi.org/10.3390/healthcare11152220 10.3390/healthcare1115222037570460https://doi.org/10.3390/healthcare11152220 Alanazy, A. Alruwaili, A. 2023 No 10.3390/healthcare11152220 37570460

5.. Alhammadi, A., Soar, J., Yusaf, T., Ali, B. M., & Kadirgama, K. (2023). Redefining Procurement Paradigms: A Critical Review of Buyer-Supplier Dynamics in the Global Petroleum and Natural Gas Industry. TheExtractiveIndustriesandSociety,16, Article ID: 101351. https://doi.org/10.1016/j.exis.2023.101351 10.1016/j.exis.2023.101351https://doi.org/10.1016/j.exis.2023.101351 Alhammadi, A. Soar, J. Yusaf, T. Ali, B. Kadirgama, K. 2023 101351 ID 10.1016/j.exis.2023.101351

6.. Alshamsi, A. I., Santos, A., & Thomson, L. (2022). Psychosocial Safety Climate Moderates the Effect of Demands of Hospital Accreditation on Healthcare Professionals: A Longitudinal Study. FrontiersinHealthServices,2, Article ID: 824619. https://doi.org/10.3389/frhs.2022.824619 10.3389/frhs.2022.82461936925882https://doi.org/10.3389/frhs.2022.824619 Alshamsi, A. Santos, A. Thomson, L. 2022 824619 ID 10.3389/frhs.2022.824619 36925882

7.. Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the Work Environment for Creativity. AcademyofManagementJournal,39, 1154-1184. https://doi.org/10.2307/256995 10.2307/256995https://doi.org/10.2307/256995 Amabile, T. Conti, R. Coon, H. Lazenby, J. Herron, M. 1996 10.2307/256995

8.. Amin, B., Rachid, C., Salah, A., Mohammed, B., & Mebarek, D. (2024). Burnout Syndrome among Oil and Gas Workers: A Systematic Literature Review. PolishJournalofEnvironmental Studies, 33, 6001-6014. https://doi.org/10.15244/pjoes/185539 10.15244/pjoes/185539https://doi.org/10.15244/pjoes/185539 Amin, B. Rachid, C. Salah, A. Mohammed, B. Mebarek, D. 2024 10.15244/pjoes/185539

9.. Amoadu, M., Agyare, D. F., Doe, P. F., & Abraham, S. A. (2025). Examining the Impact of Psychosocial Safety Climate on Working Conditions, Well-Being and Safety of Healthcare Providers: A Scoping Review. BMCHealthServicesResearch,25, Article No. 90. https://doi.org/10.1186/s12913-025-12254-2 10.1186/s12913-025-12254-239819783https://doi.org/10.1186/s12913-025-12254-2 Amoadu, M. Agyare, D. Doe, P. Abraham, S. Conditions, W 2025 No 10.1186/s12913-025-12254-2 39819783

10.. Amoadu, M., Obeng, P., Cobbinah, G., Salu, P. K., Ofori, G. O., & Ansah, E. W. (2024). Methodological Issues in Measuring Psychosocial Safety Climate: A Systematic Review Protocol. BMJOpen,14, e087315. https://doi.org/10.1136/bmjopen-2024-087315 10.1136/bmjopen-2024-08731539097311https://doi.org/10.1136/bmjopen-2024-087315 Amoadu, M. Obeng, P. Cobbinah, G. Salu, P. Ofori, G. Ansah, E. 2024 10.1136/bmjopen-2024-087315 39097311

11.. Anadkat, K., & Joshi, M. (2023). A Comprehensive Literature Review on Understanding Job Burnout: Causes, Consequences, and Prevention Strategies. Zenodo (CERN Euro-pean Organization for Nuclear Research). Anadkat, K. Joshi, M. Causes, C 2023

12.. Andersen, L. P., Andersen, D. R., & Pihl-Thingvad, J. (2025). Psychosocial Climate as Antecedent for Resources to Manage Emotional Demands at Work. InternationalJournalofEnvironmentalResearchandPublicHealth,22, Article No. 64. https://doi.org/10.3390/ijerph22010064 10.3390/ijerph2201006439857517https://doi.org/10.3390/ijerph22010064 Andersen, L. Andersen, D. Pihl-Thingvad, J. 2025 No 10.3390/ijerph22010064 39857517

13.. Atkins, R., Sener, A., Drake, M. J., & Marley, K. (2023). Predictors of Burnout among Supply Chain Management Professionals. InternationalJournalofValueChainManagement,14, Article No. 62. https://doi.org/10.1504/ijvcm.2023.129270 10.1504/ijvcm.2023.129270https://doi.org/10.1504/ijvcm.2023.129270 Atkins, R. Sener, A. Drake, M. Marley, K. 2023 No 10.1504/ijvcm.2023.129270

14.. Azimi, R., Al Sulaie, S., Yazdanirad, S., Khoshakhlagh, A. H., Park, J. W., & Kazemian, F. (2024). The Role of Resilience as a Key Player in Mitigating Job Burnout’s Impact on Workplace Safety. ScientificReports,14, Article No. 16925. https://doi.org/10.1038/s41598-024-68042-1 10.1038/s41598-024-68042-139043987https://doi.org/10.1038/s41598-024-68042-1 Azimi, R. Sulaie, S. Yazdanirad, S. Khoshakhlagh, A. Park, J. Kazemian, F. 2024 No 10.1038/s41598-024-68042-1 39043987

15.. Bahadurzada, H., Edmondson, A., & Kerrissey, M. (2024). Psychological Safety as an Enduring Resource Amid Constraints. InternationalJournalofPublicHealth,69, Article ID: 1607332. https://doi.org/10.3389/ijph.2024.1607332 10.3389/ijph.2024.160733238882559https://doi.org/10.3389/ijph.2024.1607332 Bahadurzada, H. Edmondson, A. Kerrissey, M. 2024 160733 ID 10.3389/ijph.2024.1607332 38882559

16.. Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Psychology Press eBooks. Bass, B. Riggio, R. 2006

17.. Baumeister, R. F., & Leary, M. R. (1995). The Need to Belong: Desire for Interpersonal Attachments as a Fundamental Human Motivation. PsychologicalBulletin,117, 497-529. https://doi.org/10.1037/0033-2909.117.3.497 10.1037/0033-2909.117.3.4977777651https://doi.org/10.1037/0033-2909.117.3.497 Baumeister, R. Leary, M. 1995 10.1037/0033-2909.117.3.497 7777651

18.. Bernard, D., McGuire, D., Harte, P., & Müller, P. (2025). Carrying the Load: A Moderated Mediation Study Exploring the Link between Perceived Organizational Support and Burnout Amongst Management Consultants. JournalofOrganizationalEffectiveness:PeopleandPerformance. https://doi.org/10.1108/joepp-07-2024-0306 10.1108/joepp-07-2024-0306https://doi.org/10.1108/joepp-07-2024-0306 Bernard, D. McGuire, D. Harte, P. 2025 10.1108/joepp-07-2024-0306

19.. Bes, I., Shoman, Y., Al-Gobari, M., Rousson, V., & Guseva Canu, I. (2023). Organizational Interventions and Occupational Burnout: A Meta-Analysis with Focus on Exhaustion. InternationalArchivesofOccupationalandEnvironmentalHealth,96, 1211-1223. https://doi.org/10.1007/s00420-023-02009-z 10.1007/s00420-023-02009-z37758838https://doi.org/10.1007/s00420-023-02009-z Bes, I. Shoman, Y. Al-Gobari, M. Rousson, V. Canu, I. 2023 10.1007/s00420-023-02009-z 37758838

20.. Boucher, K. B., Ivers, H., & Biron, C. (2024). Mechanisms Explaining the Longitudinal Effect of Psychosocial Safety Climate on Work Engagement and Emotional Exhaustion among Education and Healthcare Professionals during the COVID-19 Pandemic. InternationalJournalofEnvironmentalResearchandPublicHealth,21, Article No. 698. https://doi.org/10.3390/ijerph21060698 10.3390/ijerph2106069838928944https://doi.org/10.3390/ijerph21060698 Boucher, K. Ivers, H. Biron, C. 2024 No 10.3390/ijerph21060698 38928944

21.. Brown, V. T. (2023). Psychological Safety and the Perils of Silencing Dissent: A Rapid Review Meta-Analysis [Review of Psychological Safety and the Perils of Silencing Dis-sent: A Rapid Review Meta-Analysis]. Zenodo (CERN European Organization for Nu-clear Research). European Organization for Nuclear Research. Brown, V. 2023

22.. Buele, J., Leones, N., & Escudero-Villa, P. (2024). Mental Health at Risk: A Study of Burnout Syndrome in a Textile Company. In C. Montenegro, et al. (Eds.), Management, Tourism and Smart Technologies (pp. 243-251). Springer. https://doi.org/10.1007/978-3-031-44131-8_25 10.1007/978-3-031-44131-8_25https://doi.org/10.1007/978-3-031-44131-8_25 Buele, J. Leones, N. Escudero-Villa, P. Management, T 2024 10.1007/978-3-031-44131-8_25

23.. Chen, J., Ghardallou, W., Comite, U., Ahmad, N., Ryu, H. B., Ariza-Montes, A. et al. (2022). Managing Hospital Employees’ Burnout through Transformational Leadership: The Role of Resilience, Role Clarity, and Intrinsic Motivation. InternationalJournalofEnvironmentalResearchandPublicHealth,19, Article No. 10941. https://doi.org/10.3390/ijerph191710941 10.3390/ijerph19171094136078657https://doi.org/10.3390/ijerph191710941 Chen, J. Ghardallou, W. Comite, U. Ahmad, N. Ryu, H. Ariza-Montes, A. Resilience, R 2022 No 10.3390/ijerph191710941 36078657

24.. Chen, S. (2023). Modeling the Effect of Loving Pedagogy Dispositions and Teacher Self-Efficacy on Teacher Burnout. FrontiersinPsychology,14, Article ID: 1157324. https://doi.org/10.3389/fpsyg.2023.1157324 10.3389/fpsyg.2023.115732437251022https://doi.org/10.3389/fpsyg.2023.1157324 Chen, S. 2023 115732 ID 10.3389/fpsyg.2023.1157324 37251022

25.. Costin, A., Roman, A. F., & Balica, R. (2023). Remote Work Burnout, Professional Job Stress, and Employee Emotional Exhaustion during the COVID-19 Pandemic. FrontiersinPsychology,14, Article ID: 1193854. https://doi.org/10.3389/fpsyg.2023.1193854 10.3389/fpsyg.2023.119385437325768https://doi.org/10.3389/fpsyg.2023.1193854 Costin, A. Roman, A. Balica, R. Burnout, P 2023 119385 ID 10.3389/fpsyg.2023.1193854 37325768

26.. de Lisser, R., Dietrich, M. S., Spetz, J., Ramanujam, R., Lauderdale, J., & Stolldorf, D. P. (2024). Psychological Safety Is Associated with Better Work Environment and Lower Levels of Clinician Burnout. HealthAffairsScholar,2, qxae091. https://doi.org/10.1093/haschl/qxae091 10.1093/haschl/qxae09139081721https://doi.org/10.1093/haschl/qxae091 Lisser, R. Dietrich, M. Spetz, J. Ramanujam, R. Lauderdale, J. Stolldorf, D. 2024 10.1093/haschl/qxae091 39081721

27.. Demerouti, E. (2024). Burnout: A Comprehensive Review. ZeitschriftfürArbeitswissenschaft,78, 492-504. https://doi.org/10.1007/s41449-024-00452-3 10.1007/s41449-024-00452-3https://doi.org/10.1007/s41449-024-00452-3 Demerouti, E. 2024 10.1007/s41449-024-00452-3

28.. Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The Job Demands-Resources Model of Burnout. JournalofAppliedPsychology,86, 499-512. https://doi.org/10.1037/0021-9010.86.3.499 10.1037/0021-9010.86.3.49911419809https://doi.org/10.1037/0021-9010.86.3.499 Demerouti, E. Bakker, A. Nachreiner, F. Schaufeli, W. 2001 10.1037/0021-9010.86.3.499 11419809

29.. Di Mauro, C., Peters, E., & Carnovale, S. (2024). A Seat at the Table: The Future of Purchasing and Supply Management. JournalofPurchasingandSupplyManagement,30, Article ID: 100908. https://doi.org/10.1016/j.pursup.2024.100908 10.1016/j.pursup.2024.100908https://doi.org/10.1016/j.pursup.2024.100908 Mauro, C. Peters, E. Carnovale, S. 2024 100908 ID 10.1016/j.pursup.2024.100908

30.. Dobroszek, J., Kabalski, P., & Baszczynska, A. (2023). The Turnover Intention of Supply Chain Managers Because of Burnout: Reality or Abstraction? EuropeanResearchStudiesJournal,26, 85-105. https://doi.org/10.35808/ersj/3140 10.35808/ersj/3140https://doi.org/10.35808/ersj/3140 Dobroszek, J. Kabalski, P. Baszczynska, A. 2023 10.35808/ersj/3140

31.. Ensour, W., & Al Maaitah, H. (2024). Investigating Sustainable Employee Well-Being: A Decade of Research on Burnout Studies. CorporateGovernanceandOrganizationalBehaviorReview,8, 29-39. https://doi.org/10.22495/cgobrv8i3p3 10.22495/cgobrv8i3p3https://doi.org/10.22495/cgobrv8i3p3 Ensour, W. Maaitah, H. 2024 10.22495/cgobrv8i3p3

32.. Gabriel, K. P., & Aguinis, H. (2021). How to Prevent and Combat Employee Burnout and Create Healthier Workplaces during Crises and Beyond. BusinessHorizons,65, 183-192. https://doi.org/10.1016/j.bushor.2021.02.037 10.1016/j.bushor.2021.02.037https://doi.org/10.1016/j.bushor.2021.02.037 Gabriel, K. Aguinis, H. 2021 10.1016/j.bushor.2021.02.037

33.. Galanti, T., Cortini, M., Giudice, G. F., Zappalà, S., & Toscano, F. (2024). Safeguarding Nurses’ Mental Health: The Critical Role of Psychosocial Safety Climate in Mitigating Relational Stressors and Exhaustion. AIMSPublicHealth,11, 904-916. https://doi.org/10.3934/publichealth.2024046 10.3934/publichealth.202404639416893https://doi.org/10.3934/publichealth.2024046 Galanti, T. Cortini, M. Giudice, G. Toscano, F. 2024 10.3934/publichealth.2024046 39416893

34.. Gaspar, T., Botelho-Guedes, F., Cerqueira, A., Băban, A., Rus, C., & Gaspar-Matos, M. (2024). Burnout as a Multidimensional Phenomenon: How Can Workplaces Be Healthy Environments? Journal of Public Health,34, ckae144.1850. Gaspar, T. Botelho-Guedes, F. Cerqueira, A. Rus, C. Gaspar-Matos, M. 2024

35.. Golparvar, M., & Parsakia, K. (2023). Building Resilience: Psychological Approaches to Prevent Burnout in Health Professionals. KMANCounselingandPsychologyNexus,1, 159-166. https://doi.org/10.61838/kman.psynexus.1.1.18 10.61838/kman.psynexus.1.1.18https://doi.org/10.61838/kman.psynexus.1.1.18 Golparvar, M. Parsakia, K. 2023 10.61838/kman.psynexus.1.1.18

36.. Gómez-Urquiza, J. L., Velando-Soriano, A., Martos-Cabrera, M. B., Cañadas, G. R., Albendín-García, L., Cañadas-De la Fuente, G. A. et al. (2023). Evolution and Treatment of Academic Burnout in Nursing Students: A Systematic Review. Healthcare,11, Article No. 1081. https://doi.org/10.3390/healthcare11081081 10.3390/healthcare1108108137107915https://doi.org/10.3390/healthcare11081081 Urquiza, J. Velando-Soriano, A. Martos-Cabrera, M. Fuente, G. 2023 No 10.3390/healthcare11081081 37107915

37.. Hajikazemi, S., Duryan, M., Smyth, H., Yuan, F., & Liu, C. (2025). Exploring Mindfulness as a Tool for Recognition and Prevention of Burnout in Construction and Engineering. Engineering,ConstructionandArchitecturalManagement. https://doi.org/10.1108/ecam-11-2024-1634 10.1108/ecam-11-2024-1634https://doi.org/10.1108/ecam-11-2024-1634 Hajikazemi, S. Duryan, M. Smyth, H. Yuan, F. Liu, C. Engineering, C 2025 10.1108/ecam-11-2024-1634

38.. Huang, Y., Sung, C., Chen, W. T., & Liu, S. (2021). Relationships between Social Support, Social Status Perception, Social Identity, Work Stress, and Safety Behavior of Construction Site Management Personnel. Sustainability,13, Article No. 3184. https://doi.org/10.3390/su13063184 10.3390/su13063184https://doi.org/10.3390/su13063184 Huang, Y. Sung, C. Chen, W. Liu, S. Support, S Perception, S Identity, W 2021 No 10.3390/su13063184

39.. Ip, E., Srivastava, R., Lentz, L., Jasinoski, S., & Anderson, G. S. (2025). Antecedents of Workplace Psychological Safety in Public Safety and Frontline Healthcare: A Scoping Review. InternationalJournalofEnvironmentalResearchandPublicHealth,22, Article No. 820. https://doi.org/10.3390/ijerph22060820 10.3390/ijerph2206082040566248https://doi.org/10.3390/ijerph22060820 Ip, E. Srivastava, R. Lentz, L. Jasinoski, S. Anderson, G. 2025 No 10.3390/ijerph22060820 40566248

40.. Kareem, S., Fehrer, J. A., Shalpegin, T., & Stringer, C. (2024). Navigating Tensions of Sustainable Supply Chains in Times of Multiple Crises: A Systematic Literature Review. BusinessStrategyandtheEnvironment,34, 316-337. https://doi.org/10.1002/bse.3990 10.1002/bse.3990https://doi.org/10.1002/bse.3990 Kareem, S. Fehrer, J. Shalpegin, T. Stringer, C. 2024 10.1002/bse.3990

41.. Kassandrinou, M., Lainidi, O., Mouratidis, C., & Montgomery, A. (2023). Employee Silence, Job Burnout and Job Engagement among Teachers: The Mediational Role of Psychological Safety. HealthPsychologyandBehavioralMedicine,11, Article ID: 2213302. https://doi.org/10.1080/21642850.2023.2213302 10.1080/21642850.2023.221330237215070https://doi.org/10.1080/21642850.2023.2213302 Kassandrinou, M. Lainidi, O. Mouratidis, C. Montgomery, A. Silence, J 2023 221330 ID 10.1080/21642850.2023.2213302 37215070

42.. Kaufmann, L., Esslinger, J., & Carter, C. R. (2018). Toward Relationship Resilience: Managing Buyer-Induced Breaches of Psychological Contracts during Joint Buyer-Supplier Projects. JournalofSupplyChainManagement,54, 62-85. https://doi.org/10.1111/jscm.12181 10.1111/jscm.12181https://doi.org/10.1111/jscm.12181 Kaufmann, L. Esslinger, J. Carter, C. 2018 10.1111/jscm.12181

43.. Knoll, M., Hall, R. J., & Weigelt, O. (2018). A Longitudinal Study of the Relationships between Four Differentially Motivated Forms of Employee Silence and Burnout. JournalofOccupationalHealthPsychology,24, 572-589. https://doi.org/10.1037/ocp0000143 10.1037/ocp000014330556710https://doi.org/10.1037/ocp0000143 Knoll, M. Hall, R. Weigelt, O. 2018 10.1037/ocp0000143 30556710

44.. Kottler, J., Gingell, M. J., Khosla, S., Kordzikowski, M., Raszewski, R., Chestek, D. et al. (2023). Exploring Physical and Biological Manifestations of Burnout and Post-Traumatic Stress Disorder Symptoms in Healthcare Workers: A Scoping Review Protocol. BMJOpen,13, e074887. https://doi.org/10.1136/bmjopen-2023-074887 10.1136/bmjopen-2023-07488737479518https://doi.org/10.1136/bmjopen-2023-074887 Kottler, J. Gingell, M. Khosla, S. Kordzikowski, M. Raszewski, R. Chestek, D. 2023 10.1136/bmjopen-2023-074887 37479518

45.. Krause, V., Rousset, C., & Steinmueller, I. (2023). Breaking the Silence: Unveiling the Power of Compassionate Leadership on Employee Silence. AHFE International. https://doi.org/10.54941/ahfe1004426 10.54941/ahfe1004426https://doi.org/10.54941/ahfe1004426 Krause, V. Rousset, C. Steinmueller, I. 2023 10.54941/ahfe1004426

46.. Lee, J., Resick, C. J., Allen, J. A., Davis, A. L., & Taylor, J. A. (2022). Interplay between Safety Climate and Emotional Exhaustion: Effects on First Responders’ Safety Behavior and Wellbeing over Time. JournalofBusinessandPsychology,39, 209-231. https://doi.org/10.1007/s10869-022-09869-1 10.1007/s10869-022-09869-136573129https://doi.org/10.1007/s10869-022-09869-1 Lee, J. Resick, C. Allen, J. Davis, A. Taylor, J. 2022 10.1007/s10869-022-09869-1 36573129

47.. Lee, K. C., Fairman, K. A., & El-Ibiary, S. Y. (2020). Item Analysis of Emotional Exhaustion in Pharmacy Practice Faculty. CurrentsinPharmacyTeachingandLearning,12, 504-507. https://doi.org/10.1016/j.cptl.2020.01.003 10.1016/j.cptl.2020.01.00332336445https://doi.org/10.1016/j.cptl.2020.01.003 Lee, K. Fairman, K. El-Ibiary, S. 2020 10.1016/j.cptl.2020.01.003 32336445

48.. Li, X., Cheng, L., Liu, Y., Sheng, Y., Guo, L., & Yang, F. (2025). Impacts of Job Stress on the Safety Management Performance of Construction Safety Managers. InternationalJournalofCivilEngineering,23, 1375-1392. https://doi.org/10.1007/s40999-025-01104-1 10.1007/s40999-025-01104-1https://doi.org/10.1007/s40999-025-01104-1 Li, X. Cheng, L. Liu, Y. Sheng, Y. Guo, L. Yang, F. 2025 10.1007/s40999-025-01104-1

49.. Liu, J. J., Ein, N., Plouffe, R. A., Gervasio, J., Cyr, K. St., Nazarov, A., & Richardson, J. D. (2024). Meta-Analysis and Systematic Review of the Measures of Psychological Safety. Cold Spring Harbor Laboratory. Liu, J. Ein, N. Plouffe, R. Gervasio, J. Cyr, K. Nazarov, A. Richardson, J. 2024

50.. López-Núñez, M. I., Rubio-Valdehita, S., Diaz-Ramiro, E. M., & Aparicio-García, M. E. (2020). Psychological Capital, Workload, and Burnout: What’s New? The Impact of Personal Accomplishment to Promote Sustainable Working Conditions. Sustainability,12, Article No. 8124. https://doi.org/10.3390/su12198124 10.3390/su12198124https://doi.org/10.3390/su12198124 Rubio-Valdehita, S. Diaz-Ramiro, E. Capital, W 2020 No 10.3390/su12198124

51.. Lv, G., Li, J., Xu, Q., Zhang, H., Wu, W., Fan, X. et al. (2023). The Influence of Firefighters’ Perceived Stress on Job Burnout: A Moderated Mediation Model. CurrentPsychology,43, 8874-8884. https://doi.org/10.1007/s12144-023-05069-z 10.1007/s12144-023-05069-zhttps://doi.org/10.1007/s12144-023-05069-z Lv, G. Li, J. Xu, Q. Zhang, H. Wu, W. Fan, X. 2023 10.1007/s12144-023-05069-z

52.. Ma, W., Li, R. Y. M., Manta, O., & Alzuman, A. (2024). Balancing Wellbeing and Responsibility: CSR’s Role in Mitigating Burnout in Hospitality under UN-SDGs. Sustainability,16, Article No. 3374. https://doi.org/10.3390/su16083374 10.3390/su16083374https://doi.org/10.3390/su16083374 Ma, W. Li, R. Manta, O. Alzuman, A. 2024 No 10.3390/su16083374

53.. Malik, H., & Annabi, C. A. (2022). The Impact of Mindfulness Practice on Physician Burnout: A Scoping Review. FrontiersinPsychology,13, Article ID: 956651. https://doi.org/10.3389/fpsyg.2022.956651 10.3389/fpsyg.2022.95665136204751https://doi.org/10.3389/fpsyg.2022.956651 Malik, H. Annabi, C. 2022 956651 ID 10.3389/fpsyg.2022.956651 36204751

54.. Maqsoom, A., Ashraf, H., Alaloul, W., Salman, A., Ullah, F., Ghufran, M. et al. (2023). The Relationship between Error Management, Safety Climate, and Job-Stress Perception in the Construction Industry: The Mediating Role of Psychological Capital. Buildings,13, Article No. 1528. https://doi.org/10.3390/buildings13061528 10.3390/buildings13061528https://doi.org/10.3390/buildings13061528 Maqsoom, A. Ashraf, H. Alaloul, W. Salman, A. Ullah, F. Ghufran, M. Management, S 2023 No 10.3390/buildings13061528

55.. Maslach, C. (1993). Burnout: A Multidimensional Perspective. In ProfessionalBurnout (pp. 19-32). Routledge. https://doi.org/10.4324/9781315227979-3 10.4324/9781315227979-3https://doi.org/10.4324/9781315227979-3 Maslach, C. 1993 10.4324/9781315227979-3

56.. Messina, I., Rossi, T., Maniglio, R., Loconsole, C., & Spataro, P. (2025). Risk and Protective Factors in Academic Burnout: Exploring the Mediating Role of Interpersonal Emotion Regulation in the Link with Social Support. FrontiersinPsychology,16, Article ID: 1536951. https://doi.org/10.3389/fpsyg.2025.1536951 10.3389/fpsyg.2025.153695140078427https://doi.org/10.3389/fpsyg.2025.1536951 Messina, I. Rossi, T. Maniglio, R. Loconsole, C. Spataro, P. 2025 153695 ID 10.3389/fpsyg.2025.1536951 40078427

57.. Mizgier, K. J. (2024). Digital Transformation of Procurement: A Supply Chain Risk Perspective. JournalofSupplyChainManagement,LogisticsandProcurement,7, Article No. 74. https://doi.org/10.69554/qaah3250 10.69554/qaah3250https://doi.org/10.69554/qaah3250 Mizgier, K. Management, L 2024 No 10.69554/qaah3250

58.. Moreno, R. L., Guzman, N. V., Pérez, M. L. V., & Ogallar, A. (2025). The Exhaustion Triangle: How Psychosocial Risks, Engagement, and Burnout Impact Workplace Well-Being. Moreno, R. Guzman, N. Ogallar, A. Risks, E 2025

59.. Moriano, J. A., Molero, F., Laguía, A., Mikulincer, M., & Shaver, P. R. (2021). Security Providing Leadership: A Job Resource to Prevent Employees’ Burnout. InternationalJournalofEnvironmentalResearchandPublicHealth,18, Article No. 12551. https://doi.org/10.3390/ijerph182312551 10.3390/ijerph18231255134886276https://doi.org/10.3390/ijerph182312551 Moriano, J. Molero, F. Mikulincer, M. Shaver, P. 2021 No 10.3390/ijerph182312551 34886276

60.. Müller, A., Schulte-Seitz, E., Morstatt, A. I., & Kauffeld, S. (2025). Constellation of Psychological Vulnerability Based on Resources and Demands of Work and Their Link to Emotional Exhaustion: A Latent Profile Analysis. Gruppe.Interaktion.Organisation.ZeitschriftfürAngewandteOrganisationspsychologie(GIO),56, 471-490. https://doi.org/10.1007/s11612-025-00834-z 10.1007/s11612-025-00834-zhttps://doi.org/10.1007/s11612-025-00834-z Schulte-Seitz, E. Morstatt, A. Kauffeld, S. 2025 10.1007/s11612-025-00834-z

61.. Naeeni, S. K., & Nouhi, N. (2023). Job Burnout Mitigation: A Comprehensive Review of Contemporary Strategies and Interventions. KMAN Counseling and Psychology Nexus, 1, 91-101. https://doi.org/10.61838/kman.psynexus.1.1.11 10.61838/kman.psynexus.1.1.11https://doi.org/10.61838/kman.psynexus.1.1.11 Naeeni, S. Nouhi, N. 2023 10.61838/kman.psynexus.1.1.11

62.. Nagle, E., Griskevica, I., Rajevska, O., Ivanovs, A., Mihailova, S., & Skruzkalne, I. (2024). Factors Affecting Healthcare Workers Burnout and Their Conceptual Models: Scoping Review. BMC Psychology, 12, Article No. 637. https://doi.org/10.1186/s40359-024-02130-9 10.1186/s40359-024-02130-939511697https://doi.org/10.1186/s40359-024-02130-9 Nagle, E. Griskevica, I. Rajevska, O. Ivanovs, A. Mihailova, S. Skruzkalne, I. 2024 No 10.1186/s40359-024-02130-9 39511697

63.. Pahng, P. H., & Kang, S. M. (2023). Voice vs. Silence: The Role of Cognitive Appraisal of and Emotional Response to Stressors. FrontiersinPsychology,14, Article ID: 1079244. https://doi.org/10.3389/fpsyg.2023.1079244 10.3389/fpsyg.2023.107924437207031https://doi.org/10.3389/fpsyg.2023.1079244 Pahng, P. Kang, S. 2023 107924 ID 10.3389/fpsyg.2023.1079244 37207031

64.. Peddie, N., Hoegh, J., Rice, G., Shetty, S., Ure, A., & Cogan, N. (2025). Health and Social Care Professionals’ Experience of Psychological Safety within Their Occupational Setting: A Thematic Synthesis Review. NursingReports,15, Article No. 131. https://doi.org/10.3390/nursrep15040131 10.3390/nursrep1504013140333056https://doi.org/10.3390/nursrep15040131 Peddie, N. Hoegh, J. Rice, G. Shetty, S. Ure, A. Cogan, N. 2025 No 10.3390/nursrep15040131 40333056

65.. Pérez-Marqués, M., Letona-Ibañez, O., Amillano, A., Carrasco, M., & Martínez-Rodríguez, S. (2023). Effects of Three Personal Resources Interventions on Employees’ Burnout. ScientificReports,13, Article No. 21530. https://doi.org/10.1038/s41598-023-49000-9 10.1038/s41598-023-49000-938057415https://doi.org/10.1038/s41598-023-49000-9 Amillano, A. Carrasco, M. 2023 No 10.1038/s41598-023-49000-9 38057415

66.. Perumallaplli, R. (2025). AI-Powered Autonomous Procurement Systems for Supply Chain Optimization. SSRNElectronicJournal. https://doi.org/10.2139/ssrn.5228629 10.2139/ssrn.5228629https://doi.org/10.2139/ssrn.5228629 Perumallaplli, R. 2025 10.2139/ssrn.5228629

67.. Qi, X., & Yu, W. (2021). Research on the Relationship between Psychological Safety and Individual Job Burnout. SHSWebofConferences,96, Article No. 02004. https://doi.org/10.1051/shsconf/20219602004 10.1051/shsconf/20219602004https://doi.org/10.1051/shsconf/20219602004 Qi, X. Yu, W. 2021 No 10.1051/shsconf/20219602004

68.. Rossi, M. F., Gualano, M. R., Magnavita, N., Moscato, U., Santoro, P. E., & Borrelli, I. (2023). Coping with Burnout and the Impact of the COVID-19 Pandemic on Workers’ Mental Health: A Systematic Review. FrontiersinPsychiatry,14, Article ID: 1139260. https://doi.org/10.3389/fpsyt.2023.1139260 10.3389/fpsyt.2023.113926037009102https://doi.org/10.3389/fpsyt.2023.1139260 Rossi, M. Gualano, M. Magnavita, N. Moscato, U. Santoro, P. Borrelli, I. 2023 113926 ID 10.3389/fpsyt.2023.1139260 37009102

69.. Rubio-Valdehita, S., Díaz-Ramiro, E. M., Rodríguez-López, A. M., & Wang, W. (2024). Burnout among Retail Workers in Spain: The Role of Gender, Personality and Psychosocial Risk Factors. SocialSciences,13, Article No. 264. https://doi.org/10.3390/socsci13050264 10.3390/socsci13050264https://doi.org/10.3390/socsci13050264 Rubio-Valdehita, S. Ramiro, E. Wang, W. Gender, P 2024 No 10.3390/socsci13050264

70.. Saud, J., & Rice, J. (2024). Stress, Teamwork, and Wellbeing Policies: A Synergistic Approach to Reducing Burnout in Public Sector Organizations. AdministrativeSciences,14, Article No. 319. https://doi.org/10.3390/admsci14120319 10.3390/admsci14120319https://doi.org/10.3390/admsci14120319 Saud, J. Rice, J. Stress, T 2024 No 10.3390/admsci14120319

71.. Sciepura, B., & Linos, E. (2022). When Perceptions of Public Service Harms the Public Servant: Predictors of Burnout and Compassion Fatigue in Government. ReviewofPublicPersonnelAdministration,44, 116-138. https://doi.org/10.1177/0734371x221081508 10.1177/0734371x221081508https://doi.org/10.1177/0734371x221081508 Sciepura, B. Linos, E. 2022 10.1177/0734371x221081508

72.. Sherf, E. N., Parke, M. R., & Isaakyan, S. (2020). Distinguishing Voice and Silence at Work: Unique Relationships with Perceived Impact, Psychological Safety, and Burnout. AcademyofManagementJournal,64, 114-148. https://doi.org/10.5465/amj.2018.1428 10.5465/amj.2018.1428https://doi.org/10.5465/amj.2018.1428 Sherf, E. Parke, M. Isaakyan, S. Impact, P 2020 10.5465/amj.2018.1428

73.. Tang, Y., Raffone, A., & Wong, S. Y. S. (2025). Burnout and Stress: New Insights and Interventions. ScientificReports,15, Article No. 8335. https://doi.org/10.1038/s41598-025-92909-6 10.1038/s41598-025-92909-640064994https://doi.org/10.1038/s41598-025-92909-6 Tang, Y. Raffone, A. Wong, S. 2025 No 10.1038/s41598-025-92909-6 40064994

74.. Teoh, K. B., & Kee, D. M. H. (2019). Psychosocial Safety Climate and Burnout: The Mediating Role of Challenge and Hindrance Demands. Teoh, K. Kee, D. 2019

75.. Teoh, K. B., & Kee, D. M. H. (2022). Psychosocial Safety Climate and Burnout among Malaysian Research University Academicians: The Mediating Roles of Job Demands and Work Engagement. InternationalJournalofTradeandGlobalMarkets,15, Article No. 471. https://doi.org/10.1504/ijtgm.2022.125910 10.1504/ijtgm.2022.125910https://doi.org/10.1504/ijtgm.2022.125910 Teoh, K. Kee, D. 2022 No 10.1504/ijtgm.2022.125910

76.. Weiss, M., & Zacher, H. (2025). Still Waters Run Deep: How Employee Silence Affects Instigated Workplace Incivility over Time. JournalofBusinessEthics,201, 587-604. https://doi.org/10.1007/s10551-024-05903-9 10.1007/s10551-024-05903-9https://doi.org/10.1007/s10551-024-05903-9 Weiss, M. Zacher, H. 2025 10.1007/s10551-024-05903-9

77.. Yulita, Dollard, M. F., & Idris, M. A. (2017). Climate Congruence: How Espoused Psychosocial Safety Climate and Enacted Managerial Support Affect Emotional Exhaustion and Work Engagement. SafetyScience,96, 132-142. https://doi.org/10.1016/j.ssci.2017.03.023 10.1016/j.ssci.2017.03.023https://doi.org/10.1016/j.ssci.2017.03.023 Yulita, D Idris, M. 2017 10.1016/j.ssci.2017.03.023

78.. Zhang, Y., & Liu, B. (2023). Examining the Double-Edged Nature of PSM on Burnout: The Mediating Role of Challenge Stress and Hindrance Stress. PublicPersonnelManagement,53, 203-225. https://doi.org/10.1177/00910260231196569 10.1177/00910260231196569https://doi.org/10.1177/00910260231196569 Zhang, Y. Liu, B. 2023 10.1177/00910260231196569