This study addresses the question of how an individual’s perception of the safety of his or her institutional space impacts on shame management skills. Shame has been widely recognised as a core emotion that can readily take the form of anger and violence in interpersonal relationships if it is unresolved. When shame is not acknowledged properly, feelings of shame build up and lead to shame-rage spirals that break down social bonds between people. Some might consider the total avoidance of shame experiences as a way to cut the link between shame and violence. However, there is a reason why we cannot just discard the experience of shame. Shame is a self-regulatory emotion (Braithwaite, 1989, 2002; Ahmed et al., 2001). If one feels shame over wrongdoing, one is less likely to re-offend in the future. That is to say, shame is a destructive emotion on the one hand in the way it can destroy our social bonds, but on the other hand, it is a moral emotion that reflects capacity to regulate each other and ourselves. This paradoxical nature of shame gives rise to the necessity of managing shame in a socially adaptive way. A group of scholars in the field of shame has argued that institutions can be designed in such a way that they create safe space that allows people to feel shame and manage shame without its adverse consequences (Ahmed et al., 2001). This means that people would feel safe to acknowledge shame and accept the consequences of their actions without fear of stigmatisation or the disruption of social bonds. Without fear, there would be less likelihood of displacing shame, that is, blaming others and expressing shame as anger towards others. The context adopted for empirically examining shame management in this study is workplace bullying. Bullying has become a dangerous phenomenon in our workplace that imposes significant costs on employers, employees, their families and industries as a whole (Einarsen et al., 2003a). Teachers belong to a professional group that is reputed to be seriously affected by bullying at work. Teachers from Australia and Korea completed self-report questionnaires anonymously. Three shame management styles were identified: shame acknowledgement, shame displacement and (shame) withdrawal. The likely strengths of these shame management styles were investigated in terms of three factors postulated as contributions to institutional safe space: that is, 1) cultural value orientations, 2) the salience of workgroup identity, and 3) problem resolution practices at work. The present thesis suggests that further consideration should be given to institutional interventions that support and maintain institutional safe space and that encourage shame acknowledgement, while dampening the adverse effect of defensive shame management. The evidence presented in this thesis is a first step in demonstrating that institutional safe space and shame management skills are empirically measurable, are relevant in other cultural contexts and address issues that are at the heart of the human condition everywhere........ [For the full Abstract, see the PDF files below]