Alper Ertürk and Taner Albayrak
The purpose of this paper is to explore the mechanism through which perceived empowerment practices in a firm influence employees’ organizational identification. Specifically, the…
Abstract
Purpose
The purpose of this paper is to explore the mechanism through which perceived empowerment practices in a firm influence employees’ organizational identification. Specifically, the authors posit the mediating role of leader‒member exchange (LMX) and the moderating role of leader trustworthiness in the relationship.
Design/methodology/approach
Data were collected through survey from 236 white-collar employees working in 20 private companies in Turkey. The authors tested the model using hierarchical regression and conditional process analysis.
Findings
Findings of this study are as follows: first, LMX mediates the relationship between empowerment practices and organizational identification, second, leader integrity, a dimension of trustworthiness, moderates the relationship between empowerment practices and LMX and the relationship between LMX and organizational identification and, third, leader integrity moderates the indirect effect of empowerment practices on organizational identification via LMX. These direct and indirect effects are stronger when leaders have higher integrity than when they have lower integrity.
Originality/value
This study enhances the understanding of the mechanism through which empowerment practices influence employees’ organizational identification.
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Alper Ertürk, Herman Van den Broeck and Jasmijn Verbrigghe
Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors’ leadership, the purpose of this paper is to investigate…
Abstract
Purpose
Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors’ leadership, the purpose of this paper is to investigate the possible relationship between self-other agreement on supervisors’ transformational leadership and subordinates’ perceptions of supervisors’ in-role and extra-role performance, through the mediating role of leader-member exchange.
Design/methodology/approach
Self-other agreement was conceptualized as the degree of congruence between supervisors’ self-assessment and subordinates’ assessment of supervisors’ transformational leadership. Data were collected from 36 supervisors and 189 of their subordinates. Cross-level polynomial regressions and surface response analysis were used to analyze the hypothesized relationships.
Findings
Statistical analyses revealed that self-other agreement on idealized influence and individual support are positively associated with subordinates’ perception of leader-member exchange, and in turn leader member fully mediates the relationship between self-other agreement and subordinates’ perceptions regarding their supervisors’ performance. Results from polynomial analyses indicate that subordinates’ ratings of leader-member exchange would be highest for underestimator, second for in-agreement/good supervisors, third for in-agreement/poor and lowest for overestimator supervisors both for the idealized influence and individual support.
Originality/value
This is one of the pioneer studies investigating the potential relationship between self-other agreement on supervisors’ transformational leadership and the subordinates’ perceptions on their supervisors’ performance through social exchange. Since researchers have paid scant attention to intervening mechanisms, this study aims to extend previous research in the literature by investigating those associations through the mediating effect of leader-member exchange.
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The purpose of this study is to explore the role of managerial communication, employee participation and trust in one's supervisor in enhancing openness to organizational change…
Abstract
Purpose
The purpose of this study is to explore the role of managerial communication, employee participation and trust in one's supervisor in enhancing openness to organizational change of Turkish employees.
Design/methodology/approach
Data were collected via a structured questionnaire. A total of 878 employees from public organizations in Turkey participated in the study. The basic postulate of this study is that trust in one's supervisor will surpass the effects of managerial communication (i.e. task communication, career communication and communication responsiveness) and employee participation as they jointly influence employees' openness to organizational change.
Findings
The results indicate that trust in one's supervisor fully mediates the relationship between managerial communication and openness to change, whereas it partially mediated the relationship between employee participation and openness to change of Turkish employees.
Practical implications
This paper demonstrates that using a trust‐based approach during change initiatives could be very effective for organizations in collectivist cultures like Turkey.
Originality/value
This study contributes to the literature by investigating the combined effects of managerial communication, employee participation and openness to organizational change on employees' openness to organizational change in a different cultural context. Managerial and theoretical implications of research findings are also discussed.
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The purpose of this paper is to explore the role of organizational justice and trust in supervisor in enhancing organizational citizenship behaviors (OCBs) of Turkish academicians.
Abstract
Purpose
The purpose of this paper is to explore the role of organizational justice and trust in supervisor in enhancing organizational citizenship behaviors (OCBs) of Turkish academicians.
Design/methodology/approach
Data were collected via a web‐based questionnaire. A total of 1,018 academicians from public universities in Turkey participated in the study. The basic postulate of this study is that trust in supervisor will surpass the effects of employee perceptions of managerial fairness (i.e. distributive justice, procedural justice and interactional justice) as they jointly influence both OCBs directed to the organization (OCBO) and OCBs directed to the individuals (OCBI).
Findings
The findings in this paper indicate that trust in supervisor fully mediates the relationship between organizational justice and OCBO, however it partially mediated the relationship between organizational justice and OCBI of Turkish academicians.
Originality/value
This paper has contributed to the literature by investigating the combined effects of organizational justice and trust in supervisor on both OCBO and OCBI in a different cultural context and profession. Managerial and theoretical implications of research findings are also discussed.
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Berna Kirkulak and Sabri Erdem
The motivation for this paper stems from the 2001 financial crisis which emerged in the banking industry and spread over the other industries, creating a domino effect. The…
Abstract
Purpose
The motivation for this paper stems from the 2001 financial crisis which emerged in the banking industry and spread over the other industries, creating a domino effect. The purpose of this paper is to examine the market efficiency of Istanbul Stock Exchange (ISE) listed non-financial firms from 2000 through 2002.
Design/methodology/approach
A four-stage data envelope analysis (DEA) is developed to measure the performance of firms before and after the 2001 financial crisis. At each stage, production, profitability, marketability and overall efficiencies are measured. Further, Malmquist Productivity Index is applied to compare total factor productivity over time.
Findings
The findings show that firms are more efficient at the profitability stage than at other stages. However, the 2001 financial crisis eroded profitability efficiency. Overall, ISE-listed firms experienced diseconomies of scale so that many firms were not able to transform production into sales and therefore earnings efficiently, particularly during the crisis period.
Research limitations/implications
The sample is limited to manufacturing companies. All financial firms are excluded from the sample.
Originality/value
This paper extends the three-stage market value efficiency process outlined in Zhu (2000) by adding production stage. It proposes four-stage DEA approach to measure production, profitability, marketability and overall efficiency of ISE-listed firms. To the best of authors’ knowledge, there has been no study using four-stage DEA approach for Turkish firms.