Ayşe Günsel

Background: Anchored in the Job Demands-Resources (JD-R) model and Self-Determination Theory (SDT), this study clarifies how JC relates to WE through experiential-affective states. Objective: This study investigates whether flow experience (FE) and workplace happiness (WH) sequentially mediate the relationship between job crafting (JC) and work engagement (WE), offering a clearer account of how JC translates into engagement. Methods: Using survey data from 324 private-sector employees in Türkiye, we applied PLS-SEM and a serial mediation procedure to test indirect effects of JC on WE via FE and WH. Results: Path results suggest that JC does not exert a significant direct influence on WE; rather, its influence is transmitted indirectly through FE and WH. Evidence also supports a sequential mediation in which job crafting first enhances flow experience, which subsequently elevates workplace happiness, ultimately increasing work engagement, with FE exerting a stronger mediating role than WH. Conclusions: This study addresses the ongoing ambiguity about which positive organizational behavior constructs these frameworks most strongly implicate across social and individual contexts. By specifying a sequential mechanism, JC first enhances FE; heightened FE then increases WH; increased WH ultimately culminates in higher WE, the study sharpens theoretical accounts of motivational pathways emphasized by JD-R and SDT. To strengthen external validity, future work should employ larger samples, conduct comparative analyses across private and public sectors, and pursue cross-cultural designs to probe boundary conditions and generalizability.

This study examines how digital transformation (DT) is associated with environmental, economic, and social sustainability performance, and whether these associations are partly transmitted through adhocracy organizational culture (AOC) and green innovation (GI). Grounded in the Dynamic Capabilities View, we propose a parallel mediation model in which AOC and GI are theorized as reconfiguring mechanisms linking digital capability to sustainability outcomes. Cross-sectional survey data from 351 white-collar professionals in the Turkish automotive industry were analyzed using PLS-SEM. Because respondents reported on attributes of their own organizations without firm identifiers, all constructs capture individually reported perceptions of organizational characteristics, and the results describe associations among these perceptions rather than validated firm-level effects. DT was positively associated with all three sustainability dimensions, with the smallest direct coefficient for social sustainability. Both AOC and GI showed significant specific indirect paths to all three outcomes, a pattern consistent with complementary partial mediation. For social sustainability, the point estimate of the indirect path through AOC (β = 0.182) was larger than the direct DT–SSP coefficient (β = 0.131), although the difference between the two was not formally tested, and social sustainability performance was measured with a three-item scale of comparatively modest internal consistency, so this pattern should be read with caution. The study contributes to the debate on digitalization and triple-bottom-line sustainability by showing that, in this sample, the DT–sustainability association is neither purely technological nor purely cultural, and by extending the Dynamic Capabilities View to all three sustainability dimensions. For managers, the findings suggest that digital initiatives accompanied by a flexible, experimentation-oriented culture and green innovation activity are associated with more favorable perceived sustainability outcomes; longitudinal and multilevel designs are needed before causal or firm-level conclusions can be drawn.

Algorithmic systems increasingly shape how distributed software teams monitor work and evaluate performance, but their relationship with shared team understanding remains unclear. This study examined perceived algorithmic monitoring and evaluation (AME), supportive leadership, team mental models, and technical task-output performance in 72 distributed software development teams from 32 firms participating in Horizon Europe projects. Survey responses from 317 team members were averaged to team scores and matched with five GTmetrix indicators of each team’s delivered output collected six months later. Averaged perceptions of AME and of supportive leadership were each positively associated with averaged perceived shared understanding. These associations held when the nesting of teams within firms was modeled, but between-team reliability of the aggregated measures was low (ICC(2) ≤ 0.16), so they are associations among team-averaged perceptions rather than evidence of reliable differences in shared team cognition. AME showed nominal associations with two highly correlated technical indicators that did not survive adjustment for multiple testing and were weaker in a web-only subsample of 59 teams that excluded mobile applications measured through store listing pages; the indicators describe page performance under observed deployment conditions. No statistically detectable moderation by supportive leadership was found, and the exploratory, firm-unadjusted bootstrap gave no evidence of a conditional indirect association through team mental models. The study locates the empirical boundaries of a team-cognition account of algorithmic management: perceptual associations are present, but the proposed path to technical performance is not supported in these data.

Algorithmic management is embedded in distributed software development, yet its implications for shared cognition and technical outcomes remain unclear. Drawing on team cognition, this study examines algorithmic management, team mental models, supportive leadership, and technical delivery performance. Data were obtained from 324 professionals nested in 72 software development teams participating in Horizon Europe projects. Team-level path analyses linked survey measures to six GTmetrix indicators. Algorithmic management was positively associated with team mental models and associated with more favorable values on four of the six GTmetrix indicators; Total Size and First Contentful Paint were not significant. The interaction between algorithmic management and supportive leadership was statistically significant but opposite to H3: supportive leadership weakened the association between algorithmic management and team mental models. Team mental models did not significantly predict any technical indicator, and none of the bootstrapped indirect effects was significant; thus, H4 and H5 were unsupported. Theoretically, the findings delineate the limits of the proposed linear algorithmic management-team mental models-performance explanation rather than establish a new mechanism. Practically, algorithmic systems and supportive leadership should be configured as differentiated but jointly designed sources of coordination: systems provide visibility and standardized signals, whereas leaders provide interpretation, exception management, and relational support.

Bu bölüm, örgütsel öğrenmeyi çalışanların gündelik deneyimlerinden hareketle ele almaktadır. Temel iddia, örgütlerin çalışanların fark etmesi, soru sorması, anlamlandırması, konuşması, bilgiyi paylaşması ve bu bilgiyi ortak uygulamalara dönüştürmesi aracılığıyla öğrendiğidir. Bu açıdan çalışan merakı, uygun örgütsel koşullarla buluştuğunda örgütsel öğrenmeyi besleyen önemli mikro-temellerden biri olarak değerlendirilmektedir. Bölüm; psikolojik güvenlik, liderlik iklimi, bilgi paylaşımı, öğrenme kapasitesi, kültürel bağlam ve sistem düşüncesi gibi tamamlayıcı kuramsal yaklaşımlar üzerinden bireysel bilginin nasıl örgütsel bilgiye dönüştüğünü tartışmaktadır. Tartışma eğitim örgütleri bağlamına da taşınarak öğretmenlerin sınıf içi deneyimlerinden ve mesleki etkileşimlerinden doğan bilginin okul düzeyinde ortak öğrenmeye nasıl dönüşebileceği ele alınmaktadır. Bölüm ayrıca dijitalleşme, hibrit çalışma ve bilginin görünmezleşmesi gibi güncel gerilimlere dikkat çekerek temel bir soruyu gündeme getirmektedir: Çalışanlar biliyor olabilir; fakat örgüt onların bildiklerinden gerçekten öğrenebiliyor mu?

Research background and purpose: This study investigates the mediating role of organizational resilience in the relationship between innovation climate and product innovation within companies operating in the chemical sector in Türkiye. Design/methodology/approach: Employing a cross-sectional design and quantitative research methods, data were collected from 311 participants through a survey technique. The data were analyzed using SPSS, AMOS, and PROCESS Macro software. Findings: The findings indicate that the innovation climate has a significant and positive impact on both organizational resilience and product innovation. Furthermore, organizational resilience was found to play a statistically significant mediating role in the relationship between innovation climate and product innovation. These results suggest that fostering an innovative climate not only enhances an organization’s product development capabilities but also strengthens its ability to withstand crises—positioning resilience as a supportive factor in driving product innovation. Value added and limitations: This research contributes to the theoretical literature while offering strategic insights for practitioners. In particular, within the highly dynamic chemical industry, it is essential for managers to promote open communication, cultivate a learning-oriented culture, and establish flexible organizational structures to reinforce both innovation and resilience concurrently.

Today’s digitalized business atmosphere places significant emphasis on digital leadership, as digital transformation can only be successful for leaders who are capable of overseeing the entire digitalization process. In this study, we examine the employee-level outputs of digital leadership in terms of individual creativity and employee performance. Based on the data of 348 employees and by using PLS-SEM, we find that (i) digital leadership is a significant antecedent of individual creativity, and (ii) individual creativity fully mediates the relationship between digital leadership and employee performance. When digital leadership abilities are a matter of concern, it becomes necessary to mention the importance of generational differences between those leaders, as OB studies also underline the generational differences toward new technologies. Hence, we also conducted a multigroup analysis (MGA) to determine if those interrelationships among digital leadership, individual creativity, and employee performance differ due to the generations of the managers. Surprisingly, the MGA results reveal minor differences. The findings of this study highlight the importance of embracing digital leadership in fostering a creative and high-performing work environment and provide insights for organizations aiming to harness the unique strengths and talents of their multigenerational workforce. Digital leaders who foster a culture of innovation, adaptability, and open communication can inspire employees to think creatively and come up with novel ideas. By leveraging digital tools and providing a supportive environment, digital leaders can also enhance employee creativity and performance.

Toxic leadership is becoming increasingly common in healthcare organizations and there is strong need for studies focusing on organizational factors that can trigger revenge. Additionally, how psychological well-being functions in shielding against toxicity has not been adequately studied. Hence, this study aims to examine the relationship between toxic leadership and vengeful behaviors of nurses, along with the contingency of psychological well-being on the relationship during the COVID-19 pandemic. In this exploratory cross-sectional study, we attempt to examine the antecedent effect of toxic leadership on vengeful behaviors based on self-reports from 311 nurses. Using partial least squares and moderation analyses, the results show that toxic leadership is an important antecedent of vengeful behaviors among nurses. However, the results provide no statistical evidence to support a moderating role of psychological well-being in the relationship between toxic leadership and vengeful behaviors. This study reveals that nurses exposed to toxic behaviors by their superiors are more likely to engage in vengeance and highlights the fact that nurses are suffering psychologically during the pandemic.

Purpose: In this study, the authors aim to test the reflections of two so-called universal leadership styles -paternalistic leadership (PL) and transformational leadership (TL)- on entrepreneurial orientation (EO) and ultimately on firm performance (FP) within the context of SMEs of a developing country, Turkey. Moreover, examining the contingency of uncertainty avoidance (UA) on the relationship between EO and firm performance is another aim of the study.Design/methodology/approach: In this explanatory cross-sectional study, by studying a dataset of 345 small and medium-sized (SME) Techno-park companies in Turkey based on using the Partial Least Squares (PLS) method, the authors try to examine the antecedent role of PL and TL on EO and ultimately on FP. Moreover, we followed a mediation procedure to reveal the mediator role of EO on the relationship between leadership style and firm performance. Finally, the authors also conducted a moderation analysis through SmartPLS 3.0 to explore the contingency of UA on the relationship between EO and firm performance.Findings: Study results indicate that TL is a significant antecedent of EO that results in higher firm performance. However, while PL has a negative impact on entrepreneurial orientation, the results provide no statistical evidence in support of a significant relationship between PL and firm performance. Moreover, the findings indicate that the higher UA, the weaker the relationship between EO and firm performance.Practical implications: Managers, following a TL approach, can successfully encourage their subordinates to be innovative and creative. Transformational leaders are conducive to both entrepreneurship and firm performance within the context of technology-based startups. Besides, avoiding the risks and uncertainties naturally weakens the consequences of EO. Hence, EO, as an essential intangible resource, requires a proper cultural context to result in a competitive advantage.Originality/value: This research provides a comprehensive understanding regarding the interrelationships amongst transformational and paternalist leadership styles, EO and firm performance within an UA context in Small Business and Technology Development Centers (SBTDCs) and Techno-parks. To the best of the authors' knowledge, no other researcher has studied those links in a holistic manner in general, particularly on the SMEs of Techno-park firms of a developing Eastern country. The findings significantly enrich the literature on paternalist leadership and entrepreneurship orientation in a cultural context.

Suicidal behaviour, like other human behaviours, is a result of socioeconomic and psychological conditions. The research, it is aimed to examine the relationship between socioeconomic factors such as economic income levels, social status and quality of life, and suicidal behaviour in comparison with classical and Bayesian negative binomial regression models. The findings showed that suicidal behaviour increased due to the decrease in economic status and inequality of income distribution among young people. At the same time, it has been determined that employment and divorce rates reduce suicidal behaviour. As a result, it was determined that social and economic factors affected suicidal behaviour in the 15-24 age group, and solutions were suggested.