Hatice Gökçe Demirel

This study examines how ambiguity shapes managerial subjective value and decision commitment and evaluates a Behaviorally Calibrated Fuzzy Subjective-Value (BCFSV) representation of ambiguity responses. In a repeated-measures 2 × 2 experiment crossing risk versus ambiguity with gain versus loss framing, 525 working adults completed 12 managerial decision scenarios, yielding 6300 trial-level observations. An independent pilot (N = 42; 504 trials) was used to calibrate the fuzzy hesitation/ambiguity-response term (π) against normalized perceived ambiguity using ambiguity exposure, ambiguity width, intolerance of uncertainty, and their interaction. In the main sample, ambiguity increased perceived ambiguity and reduced the pre-choice subjective value of the uncertain option; the statistical indirect effect through perceived ambiguity was −0.405 (95% bootstrap CI [−0.439, −0.373]). Intolerance of uncertainty strengthened the ambiguity–perceived ambiguity relationship, and framing moderated the ambiguity–valuation relationship. The highest pre-choice subjective value across the two options predicted decision commitment and carried a significant indirect association between perceived ambiguity and commitment (−1.584, 95% bootstrap CI [−1.784, −1.391]). Decision confidence also predicted commitment, with a stronger confidence–commitment association among participants showing poorer Raw Brier calibration (b = 0.874, 95% CI [0.630, 1.119]). The pilot-calibrated π mapping generalized to the main sample (r = 0.620), but adding the BCFSV transformation to a same-information benchmark produced no detectable incremental predictive gain for choice or commitment. The findings indicate that ambiguity appraisal, individual differences, and framing shape valuation, while the confidence–commitment association was stronger among participants with poorer confidence calibration. BCFSV thus offers an interpretable, empirically calibrated representation of uncertainty rather than a predictively superior model.

As generative AI systems become more socially responsive, personalized, and perspective-aware, a central question is whether such features improve human–AI decision quality or simply make AI advice more influential. This study introduces the Social Intelligence Reliance Halo as a proposed social-to-epistemic spillover pattern in which perceived social understanding functions as a non-diagnostic cue for epistemic evaluation: an AI that appears to understand the user may also be granted greater epistemic authority or reliability even when the relational cue provides no evidence of factual accuracy. A randomized two-condition experiment was conducted with 462 working adults with recent generative-AI experience. Participants interacted with either a High Social-Intelligence (High-SI) relational framing package or a Neutral AI across six repeated decision trials. Post-interaction measures assessed perceived social intelligence, epistemic authority, epistemic reliability, suspension of critical judgment, verification behavior, and AI literacy; trial-level behavioral reliance was analyzed with generalized estimating equations. The randomized High-SI package increased perceived social intelligence and increased advice-taking both when participants were initially correct and the contingent AI recommendation was wrong (OR = 1.507, p < .001) and when participants were initially incorrect and the recommendation was correct (OR = 1.800, p < .001). The Condition × participant-dependent advice-correctness interaction was nonsignificant (OR = 1.195, p = .289), providing no reliable evidence that the randomized treatment effect differed across these two states. Because recommendation correctness was mechanically determined by participants’ initial accuracy rather than independently randomized, this interaction is interpreted as exploratory treatment heterogeneity across participant-dependent correctness states rather than evidence that the High-SI package altered sensitivity to AI accuracy. Post-interaction perceived social intelligence was positively associated with epistemic authority and reliability, and AI literacy was associated with lower suspension of critical judgment and greater verification; these associations do not establish temporal or causal mediation. The study therefore provides experimental evidence that a bundled relational framing package can amplify both beneficial and harmful reliance, while the proposed social-to-epistemic pathway and accuracy-sensitive reliance remain questions for stronger future designs.

Attitudes towards AI are part of the cognitive dimension of initial trust in AI. While the literature generally focuses on individuals' trust tendencies and cognitive-emotional characteristics, it largely neglects the influence of the organizational context. This study investigates whether initial trust in AI is shaped not only by individual factors but also by trust in the organization, the manager, and colleagues. In this quantitative study conducted with 196 participants in the public sector, the Organizational Trust Scale (α = .902; explained variance = 64.41%; KMO = .880) and the Artificial Intelligence Attitude Scale (α = .878; explained variance = 69.45%; KMO = .866) were used. The Shapiro-Wilk test determined that the data were not normally distributed, and Spearman correlation analyses were applied. The findings show no significant relationship between overall organizational trust and general attitudes toward AI (r = .096; p = .182), positive attitudes (r = .082; p = .255), and negative attitudes (r = .086; p = .230). Similarly, trust in colleagues is not statistically significant in relation to positive (r = .063; p = .383) and negative attitudes toward AI (r = -.134; p = .062). In contrast, trust in the manager shows a weak but significant relationship with positive attitudes (r = .144; p = .045) and a stronger and more significant relationship with negative attitudes (r = .281; p < .001). Furthermore, a strong and significant relationship was found between trust in the organization and negative attitudes toward AI (r = .318; p < .001). These findings indicate that organizational trust does not directly and unidirectional shape attitudes toward artificial intelligence. This suggests that AI may be perceived primarily as a managerial and institutional decision domain, where trust relates not only to acceptance but also to heightened risk awareness.

Purpose: The purpose of this study is to examine the effects of technostress creating factors (creators) and inhibitors on the task productivity of employees. Method: In this study, the survey method, one of the quantitative research techniques, was used. The field application was conducted on academic and administrative staff of Fırat University (Elazıg). A total of 356 surveys suitable for data analysis were obtained. The data were analyzed in the SPSS statistics program. Findings: According to the regression analysis findings, the effect of technostress creators on task productivity is statistically non-significant, and technostress creators explain only 2% of the variance in task productivity. However, it was observed that techno-uncertainty, which is one of the factors contributing to technostress, had a significant effect. The effect of technostress inhibitors on task productivity was significant and explained 21% of the variance. It has also been found that job satisfaction had the highest effect among technostress inhibitors and continuance commitment did not have a significant effect. Originality: Studies in the literature mainly focus on the effects of technostress creators and inhibitors on motivation, burnout, productivity and performance. Our research examines the effects of technostress creators and inhibitors on task productivity.

Purpose: Healthcare workers are more likely to experience burnout, depression, drug use, and suicidal tendencies than other people. There are findings in the literature that eudaimonic (meaning) and engagement (flow) happiness orientations increase well-being and job satisfaction, and job satisfaction decreases negative job outcomes such as burnout and depression. The high rate of substance use among healthcare workers and the expectation of an increase in the future indicate a tendency toward hedonic happiness (pleasure). Therefore, the main purpose of our study is to investigate whether the happiness orientations of healthcare professionals have an effect on their job satisfaction and whether positive and negative emotions have a moderating role on this effect. Method: In this research, the 18-item scale consisting of hedonic, eudomanic and engagement dimensions created by Peterson, Park and Seligman (2005) in their study titled "Orientations To Happiness and Life Satisfaction: The Full Life Versus The Empty Life" was used. As a job satisfaction scale, the scale adapted to Turkish developed by Brayfield and Rothe (1951) was used. Finally, the scale to measure positive and negative emotions developed by Watson et al. (1998) were used. The analysis methods used in the research consist of arithmetic mean, reliability tests and regression analysis. The data obtained in this study were analyzed with the licensed SPSS 25 package program. Findings: Our study revealed that eudaimonic, hedonic, and engagement happiness orientations collectively accounted for 19% of the variance in job satisfaction. Specifically, it was observed that eudaimonic and engagement happiness orientations positively influenced job satisfaction, whereas hedonic happiness orientation did not exhibit a significant effect. Moreover, when investigating the moderating role of positive and negative emotions in the relationship between healthcare workers' happiness orientations and job satisfaction, it was found that positive emotions did not moderate this relationship. However, negative emotions emerged as a moderator, attenuating the strength of the relationship. In essence, our findings suggest that negative emotions diminish the impact of healthcare professionals' happiness orientations on their job satisfaction. Additionally, detailed results regarding the perception differences based on demographic characteristics are presented in the study. Result: Although the impact rate is not high, we can say that healthcare professionals prioritize the greater goals and happiness they will achieve in the future over daily pleasures and goals. Therefore, hospital managers' use of motivational resources that will highlight the contributions of healthcare professionals and the meaning they create will increase the job satisfaction of healthcare professionals. Since health problems such as burnout and depression will decrease in employees with high job satisfaction, the opportunity to provide higher quality services will increase.

This study investigates the growing phenomenon of cybersecurity fatigue and its implications for employee productivity and mental health in the high-demand sectors of information technology (IT), finance, healthcare and education. Utilizing a quantitative research methodology, the study surveyed 351 employees from these industries to analyze the relationships between cybersecurity fatigue, work efficiency, and mental health indicators, including stress and anxiety. The findings highlight cybersecurity fatigue as a significant factor contributing to burnout, reduced productivity, and increased psychological strain. Structural Equation Modeling (SEM) demonstrates the moderating effects of digital detox initiatives and mental health support strategies in mitigating fatigue and improving employee well-being and organizational performance. This research addresses a critical gap by focusing on the human dimensions of cybersecurity management and offers practical recommendations for simplifying protocols and fostering resilience. The study provides actionable insights for organizations operating under stringent cybersecurity requirements, enabling them to enhance employee satisfaction and performance.

The question of why some organizations cannot achieve successful transformation despite having sufficient technological resources and infrastructure is multidimensional and complex. If we add to this question why some organizations cannot achieve digital innovation despite successfully implementing digital transformation into their business processes, we can conclude that an invisible element in organizations is used strategically incorrectly or erroneously. This study argues that this invisible strategic component is digital mindset and examines it in terms of leaders, employees, and the collective mindset of the organization, culture. In this conceptual research, digital leadership and culture have been taken as a domain and mindsets as a method to understand invisible components of success and/or failure. With this approach, two studies that have made significant contributions to digital mindset studies, Lankshear and Knobel's (2006) and Solberg et al. (2020), were taken as reference points and delved into. Digital mindsets have been examined in two different analyze level: business mindset and individual mindset at the organizational level. Firstly, this study examines two primary digital mindsets (Lankshear and Knobel, 2006)—Mindset 1 and Mindset 2—offering contrasting views on social relations, value creation, production, expertise, and intelligence. Secondly, it examines the digital mindsets, which Solberg et al. (2020) divided into four (Fixed/Zero-Sum, Fixed/Expandable-Sum, Growth/Zero-Sum, and Growth/Expandable-Sum), as a strategic tool that operates with two different mechanisms, from culture to employee and from employee to culture, in order to create and implement a successful digital transformation strategy in organizations. Although the literature highlights some aspects of digital leadership, digital transformation and technology selection strategy, and digital organizational culture, there is not yet sufficient knowledge to see their relationship with the digital mindset in a holistic way. Addressing this gap will provide insights into the interaction between leadership, culture, employee mindset, and digital technology strategy success, ultimately contributing to more holistic and effective digital transformation practices. This research contributes to the literature with two aspects of the model it proposes. First, it draws attention to the importance of the leader's mindset in terms of strategic horizon. Second, it provides a framework for the leader to develop different strategies, policies and practices according to the differences in the digital mindsets of the employees. It is aimed to develop a strategic perspective for the digital mindset, which is associated with different individual and organizational dimensions in the literature as an element of culture.

Termodinamik yasaları doğa bilimlerinin en temel ve sarsılmaz yasalarıdır. Sosyal sistemler de doğa sistemleri gibi termodinamiğin ikinci yasası olan entropiye maruz kalmaktadır. Entropi, doğa bilimlerinde kendiliğinden gerçekleşen şeylerin evrendeki düzensizliği artırdığını ifade etmektedir. Sosyal bilimlerde ise genellikle bir amaç etrafında, bilinçli oluşturulmuş yapılar ve bu yapılar arasında enerji ve bilgi akışını kolaylaştıran süreçlerle entropiye karşı koyabilen mekanizmalar oluşturabilirler. Örgütler insanlara amaçla bir yön vererek, enerjilerini ve zamanlarını üretime dönüştürerek, ön görülebilir davranış örüntüleriyle belirsizliği azaltarak bir düzen oluştururlar. Ancak örgütler de tüm sistemler gibi entropiden kaçamazlar. Araştırmanın amacı örgütlerde düzeni oluşturan unsurlar (amaç, yapı, iletişim-etkileşim-bilgi) üzerinden entropiyi artıran ve azaltan durumları örgütsel düzeyde tespit etmektir. Kavramsal düzeyde yapılmış bu araştırmada, örgütlerin entropisini artıran ve azaltan unsurlara ilişkin tümevarımsal hipotezler ileri sürülmüştür. Örgüt amaçlarının parçası olduğu üst sistemin amaçları ve alt sistemi olan çalışanların kişisel amaçlarının örtüşmemesi, resmileştirme, merkezileşme derecesi, hiyerarşik rol basamakların artması entropiyi artırmaktadır. Uzmanlaşma, standardizasyon, sistem içinde birbiriyle ilişkili yapıların etkileşiminden ve çevreyle etkileşiminden sağlıklı bilgi üretebilen ve bu bilgiyi yayabilen örgütlerin entropisi azalmaktadır. Örgütlerin entropisine ilişkin bu hipotezlerin makro analiz düzeyinde öngörülebilir sonuçlar üretme kapasitesi yüksektir. Ancak analiz düzeyi küçüldükçe örgütlerin karmaşıklık düzeyi arttığından deterministik kaos kuramları çerçevesinde sonuçlar farklılık gösterebilir.

This article investigates the influence of Hofstede's six cultural dimensions on job satisfaction among African expatriates working in Turkey. The study specifically focuses on the dimensions of Indulgence-Restraint, Individualism-Collectivism, Uncertainty Avoidance, Masculinity-Femininity, Power Distance, and Long-Short term orientation. A hierarchical regression model was employed to analyse the data collected through a survey questionnaire administered to legally employed African individuals from Ghana, Nigeria, South Africa, and Ethiopia. Results revealed that all five dimensions—Indulgence-Restraint, Individualism-Collectivism, Uncertainty Avoidance, Masculinity-Femininity, and Power Distance—displayed a significant relationship with job satisfaction. These dimensions exerted varying degrees of influence on job satisfaction, suggesting that cultural factors significantly influence the overall job satisfaction levels of African expatriates in Turkey. However, it is worth noting that no significant relationship was found between Long-Short term orientation and job satisfaction among the participants. This implies that this particular dimension may not play a prominent role in influencing job satisfaction among the surveyed African expatriates. The findings contribute to the existing body of knowledge on the intersection of cultural dimensions and job satisfaction, specifically within the context of African expatriates in Turkey. The results highlight the importance of understanding and considering cultural factors when examining job satisfaction levels among individuals from different cultural backgrounds.