Ercan Ergün

Çevresel sürdürülebilirlik örgütler için stratejik bir zorunluluk hâline gelmekte ve çalışan davranışları çevresel hedeflerin uygulamadaki karşılığını oluşturmaktadır. Yeşil örgütsel davranış yazını ağırlıklı olarak öncüllere ve olumlu sonuçlara odaklanmaktadır. Bu çalışmada ise çalışan, örgüt ve liderlik düzeylerindeki olası olumsuz yönler, “yeşil görünmenin bedeli” çerçevesinde kavramsal olarak incelenmektedir. Çalışma; yeşil aklama, örgütsel ikiyüzlülük, ahlaki lisanslama, kaynakların korunması ve iş talepleri–kaynaklar yaklaşımlarına dayanmaktadır. İncelenen bulgular, gönüllü katkıların örtük zorunluluğa dönüşmesinin tükenme, rol aşırı yüklemesi ve vatandaşlık yorgunluğuyla; algılanan yeşil aklamanın ise sinizm, güven ve bağlılık kaybı ile işten ayrılma niyetiyle ilişkili olabildiğini göstermektedir. Despotik ve istismarcı yönetimin de gönüllü çevresel katkıları sınırlandırabildiği görülmektedir. Ancak bu sonuçlar kaçınılmaz olmayıp destekleyici yeşil iklim, güçlendirici liderlik ve söylem–uygulama tutarlılığı risklerin yönetilmesinde önem taşımaktadır. Çalışmada, görev sorumluluklarıyla gönüllü katkıların ayrılması, iş yükü ve zamanın birlikte planlanması, çevresel iddiaların somut uygulamalarla desteklenmesi, sınırlı kazanımların genellenmemesi ve destekleyici iklimin geliştirilmesi önerilmektedir. Gelecek araştırmalarda tükenme ve yorgunluk yapılarının çevresel bağlamdaki ölçümünün netleştirilmesi, çalışanlarda örgütsel iklim kaygısının incelenmesi ve yeşil aklamanın çalışanlara ilişkin sonuçlarının Türkiye’de sektörler arası ve boylamsal / tasarımlarla sınanması önerilmektedir.

Sustainable service excellence in globalized industries requires organizations to develop workforce capabilities that support long-term relationship-building, cultural respect, and effective cross-cultural communication. This study examines how cultural intelligence functions as a mechanism for sustainable cross-cultural workforce development by investigating relationships among individual cultural values, cultural intelligence dimensions, and influence tactics among airline cabin crew members. Integrating Hofstede’s cultural dimensions framework, Ang and colleagues’ cultural intelligence model, and Yukl’s influence tactics taxonomy, we test a comprehensive mediation model using survey data from six hundred and sixty-three cabin crew members employed by international airlines operating in Turkey. The findings reveal that collectivism, long-term orientation, and uncertainty avoidance positively predict cultural intelligence development, creating foundations for sustainable cross-cultural competence. Cultural intelligence dimensions demonstrate differentiated effects on influence tactics, with metacognitive and behavioral cultural intelligence enhancing rational persuasion, behavioral cultural intelligence exclusively predicting relational tactics, and complex competitive mediation patterns for coercive tactics wherein motivational cultural intelligence reduces pressure-based influence while cognitive and behavioral dimensions increase strategic assertiveness. Cultural values directly influence tactics beyond cultural intelligence effects, with uncertainty avoidance most strongly predicting both rational and relational approaches that support relationship sustainability, while masculinity and power distance drive coercive tactics that may undermine long-term service relationships. These findings demonstrate that cultural intelligence functions as a multidimensional mediating mechanism with sometimes opposing effects, challenging assumptions that cross-cultural competencies uniformly produce sustainable outcomes. The research contributes to sustainable human resource management theory by illuminating how cultural socialization influences behavioral outcomes through complex psychological pathways, while offering practical guidance for aviation industry recruitment, training, and performance management systems seeking to build sustainable cross-cultural service capabilities. By revealing that certain cultural intelligence dimensions can enable both relationship-building and strategic coercion, the study highlights the importance of coupling cross-cultural skill development with ethical frameworks and motivational engagement to ensure that enhanced cultural capabilities support rather than undermine sustainable, respectful cross-cultural service relationships.

This study examines the relationship among work engagement, psychological empowerment, and perceived organizational support in fostering innovative work behavior (IWB) within sustainability-oriented organizations. Using latent class analysis (LCA), employees were classified into distinct profiles based on their levels of engagement, empowerment, and perceived support. The findings indicate that employees with higher engagement and organizational support exhibit significantly greater innovative work behavior, while those with lower psychological and organizational resources face challenges in contributing to innovation. This study also reveals that sustainability practices enhance the positive impact of these resources on innovation, improving both employee well-being and organizational performance. Grounded in Structural–Interactionist Innovation Theory, Self-Efficacy Theory, and Social Exchange Theory, this research provides practical insights for organizations to develop targeted strategies, such as tailored training programs and leadership support, to promote innovation and sustainability.

The aim of this study is to examine the mediating role of cultural intelligence in the relationship between leadership behaviors and leadership effectiveness. A quantitative approach was adopted to test the hypotheses, and data were collected through surveys from 410 employees working in four- and five-star hotels in Istanbul. The analysis of the obtained data was conducted using Structural Equation Modeling (SEM), regression analysis, and the PROCESS macro. The results of the analysis revealed that cultural intelligence has a mediating effect on the relationships between task-oriented leadership behaviors and leadership effectiveness, relationship-oriented leadership behaviors and leadership effectiveness, and change-oriented leadership behaviors and leadership effectiveness. In the globalized world, cultural diversity in businesses is increasing, which is especially pronounced in the hospitality industry. The fact that guests come from different cultural backgrounds further highlights the importance of leaders’ cultural awareness and cultural intelligence. As a result, both academics and managers attach great importance to this issue. However, there are still significant gaps in understanding the relationship between cultural intelligence and leadership. In this context, the study aims to contribute to the literature on leadership and cultural intelligence.

The purpose of this study is to examine the relationship between managerial roles and leader effectiveness. For this purpose, the relationship between the roles of "mentor, facilitator, monitor, coordinator, director, producer, broker and innovator" in Cameron and Quinn's Competing Values Framework (CVF) and leader effectiveness was tried to be revealed through academic administrators (rector, dean and department heads) in a foundation university. The study group of the research, which is a relational survey model, consists of 214 academics working in different units of the university. The leadership roles of the managerial were found to have a positive impact on leader effectiveness. The roles of innovator, producer, director, facilitator and mentor, coordinator and monitor were found to be effective on leaders and manager effectiveness.

Digital transformation is taking place across all levels of governance, from small businesses to governments. If the seed of digital transformation is data, then reliable connectivity is the nourishing soil that data need to prosper. With digital transformation, billions of connections require more broadband. In response to this need, some countries are preparing national 5G strategies, as 5G technology has been identified as a significant driver of the digital economy. In this study, 16 national 5G strategies have been systematically and comprehensively analyzed, and a checklist has been developed to formulate national 5G strategies and policies. The checklist can be used by policymakers, especially in developing countries, to guide the preparation of national 5G strategies and policies. Of course, each country’s national strategy will differ regarding resources, culture, etc. It is hoped that this checklist may speed up the preparation process by providing a baseline during the strategy formulation phase and make the process more efficient by incorporating lessons learned, especially for developing countries.

Building viable teams provides a sustainable organizational culture and supports efforts to overcome challenges and maintain a long-lasting and growing business. This study analyzed the role of organizational distributive justice on the relationship between team-building interventions and team viability, alongside team performance. As we understand the underlying concepts of viability and performance better, we can build more resilient teams. An empirical study was conducted on a sample of 402 employees in different teams in organizations. A research model was built with viability and performance as the dependent variables and team-building as the independent variable. The perception of distributive justice was the mediator. Team-building was measured by four variables, where the results of the factor analysis suggested that problem-solving and interpersonal relationships converged into one variable, whereas goal-setting and role clarification represented the second factor of team-building. Regression and mediation analysis showed that problem-solving and interpersonal relationships had a stronger influence on teams’ viability and performance. More remarkably, distributive justice mediated this strong relationship. Throughout the challenging business environment, improving the problem-solving abilities of our teams and encouraging them to build strong interpersonal relationships integrated with a perception of justice would improve the teams’ sustainability significantly. Independent of the strength of the relationship between the team-building factors of viability and performance, organizational distributive justice fosters performance and sustainability. The observed influence of distributive justice was stronger on the goal-setting and role clarification components, whereas direct effects were relatively weaker. The high correlation between team viability and performance should encourage leaders to give equal importance to these concepts when building and motivating their teams, measuring the outcomes, and taking necessary actions.

1. LITERATURE1.1. RESEARCH SUBJECTIndustry 4.0, which Germany referred to as the Fourth Industrial Revolution as a project in 2011, refers to all of the digital technologies that allow today's product and service production methods to change from head to toe. Although Germany primarily used industry 4.0 with its emergence and applications, it is a global development in terms of its advantages and technological requirements. Although every country in the world order has started work for the transition to Industry 4.0, a full transition is not possible yet. Because although Industry 4.0 offers many physical, technological solutions, it also brings cultural change. The necessity of effectively, efficiently and influentially applying this concept, which is the principal place and importance in ranking the development levels of countries, is becoming more prominent day by day. Therefore, it is essential to keep up with Industry 4.0, to develop state policies in this regard, to raise awareness in universities, public, private sector and non-governmental organizations and to encourage new generation production models. Centralization, Mechanic / Bureaucratic (Formalization), Organic / Management Innovation are the sub-dimensions of the independent variable of Organizational Structures. Strategic Partner Role, Administrative Expert Role, Change Agent Role, Employee Champion Role are the sub-dimensions of the dependent variable Human Resources Roles of this research.1.2. RESEARCH PURPOSE AND IMPORTANCEThis research aims to evaluate the organizational structure of the company and human resources within the scope of industry 4.0. For this purpose, a literature review on Industry 4.0, organizational structure and human resources roles were carried out. In the methodology section, implementation was carried out through companies.1.3. CONTRIBUTION OF THE ARTICLE TO THE LITERATUREIn this study in which the variables of "Organization Structure and Human Resources Roles" are examined together. It is evaluated that the results achieved will contribute to the fields of application and the literature and maybe a starting point for future research.2. DESIGN AND METHOD2.1. RESEARCH TYPEThe sample of the research consists of 147 personnel working in four different companies operating in İstanbul and Kocaeli region and having characteristics by the industry 4.0 criteria in the automotive sector. 2.2. RESEARCH PROBLEMSHow do organizational structures affect human resources roles?What are the effects of companies of different origins on organizational structures and human resources roles?Do the effects of national culture continue in the organizational structures of companies implementing Industry 4.0?2.3. DATA COLLECTION METHODThe quantitative research method was used as a method in this research. Quantitative research is a type of research that reveals facts and events in an observable, measurable and quantifiable and demonstrable way. With the quantitative research method, the results are obtained by collecting data from the primary research mass in line with the research purpose. In other words, more superficial and more numerical data are determined, not a qualitative analysis about the subject (Şimşek and Yıldırım, 2005). The survey was used as a data collection tool. Study 1 to 5 was applied to 147 employees in 4 manufacturing companies working in the automotive sector, which used Industry 4.0 technologies with Likert-type psychometric attitude scale and started to carry out the transition steps to Industry 4.0. Face-to-face survey method was used within the scope of the research. The questionnaire consists of 58 questions grouped under three main headings together with demographic questions.2.4. QUANTITATIVE / QUALITATIVE ANALYSIS16.0 version of SPSS program was used to analyze the data obtained within the scope of the research. Regression analyzes were used to test reliability, factor analysis, correlation analysis and research hypotheses. The findings in the study were evaluated at p<0.01 and p<0.05 significance levels. Factor analysis is used to provide clues that will reveal the relationship structure between a large number of variables. The most preferred "correlation analysis" and "regression analysis" were also performed in the social sciences.2.5. RESEARCH MODEL 2.6. RESEARCH HYPOTHESESThe hypotheses of the study are determined as follows;H1: There is a significant relationship between centralization and human resources roles. H2: There is a significant relationship between mechanic/bureaucratic structure and human resources roles.H3: There is a significant relationship between organic/management innovation structure and human resources roles. 3. FINDINGS AND DISCUSSION3.1. FINDINGS AS A RESULT OF ANALYSISRelationships between centralization, mechanic / bureaucratic structure and organic / management innovation structures from organizational structure dimensions and strategic partner role, expert administrative role, change agent role and employee champion role from human resources roles dimensions were examined, and relationships were determined. In organizations with centralization, the strategic partner role of human resources roles, administrative expert role and employee champion roles have been determined, and these roles seem to increase. The role of the change agent has no effect on organizations with centralization. In organizations with mechanic / bureaucratic structure, the role of employee champion from human resources roles has been determined, and this role appears to increase in organizations with mechanical structure. Strategic partner, administrative expert and change agent roles do not affect organizations with mechanic / bureaucratic structure. In organizations with organic / management innovation structure, the strategic partner role of human resources roles, expert administrative role, change agent role and employee champion role has...

Günümüzde güncellenen rekabet koşullarında organizasyonlar içinde takım olarak tanımlanabilecek küçük grupların kullanılması kaçınılmaz hale gelmiştir. Yapılan çalışmalar takımların bireysel çalışma modellerine görece daha yüksek üretkenlik becerilerine sahip olduklarını ve çalışan mutluluğu açısından daha yüksek potansiyel taşıdığını göstermektedir. Takımların yüksek performans göstermesi ve hedefledikleri amaçlara ulaşabilmeleri için bazı temel özelliklere sahip olmaları gerekir. Bu çalışma ile “İş dizaynı” , “karşılıklı bağlılık”, “uyuşma”, “bağlam (görev içeriği)” ve “süreç” kavramlarının takım performansına etkisinin incelenmesi amaçlanmıştır. Bu çalışma kapsamında on farklı spor takımının farklı branşlardaki üyelerine etkin takım özellikleri hakkında anket uygulanmış ve bu özelliklerin takım performansına etkileri araştırılmıştır. Çalışma sonucunda, uyuşma, bağlam (görev içeriği) ve süreç boyutlarının takımların hem takım başarısına hem de takım etkinliğine önemli derecede olumlu etkisi olduğu görülmüştür.