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Now showing 1 - 4 of 4
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    Conference paperPublicationMetadata only
    High-performance work systems and organizational performance across societal cultures
    (Springer, 2018) Dastmalchian, A.; Bacon, N.; McNeil, N.; Steinke, C.; Blyton, P.; Kumar, M. S.; Bayraktar, Seçil; Auer-Rizzi, W.; Ahmad, A.; Craig, T.; Isa Ghazali Bin Musa, C. R. B.; Habibi, M.; Huang, H. J.; Imer, P.; Ayman, I.; Kabasakal, H.; Meo Colombo, C.; Moghavami, S.; Mukherjee, T.; Tang, N.; Thang, T. N.; Varnali, R.; International Business and Trade; BAYRAKTAR, Seçil
    This paper assesses whether societal culture affects the relationship between human resource management practices and organizational performance. Drawing on matched employer-employee data from 387 organizations and 7,187 employees in 14 countries, the findings show a positive relationship between high-performance work systems (HPWS) and organizational performance across societal cultures. This relationship was not moderated by three dimensions of societal culture (power distance, in-group collectivism, and institutional collectivism) as proposed by contingency models of culture fit. However, further examination of three dimensions of human resource systems (skill-enhancing, motivation-enhancing, and opportunity-enhancing practices) revealed that opportunity-enhancing practices appear less effective in high power distance cultures. The findings provide general support for the universalistic ‘best practice’ perspective with regard to the positive relationship between HPWS and organizational performance, tempered by an appreciation of the limitations to opportunity-enhancing practices in high power distance cultures.
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    ArticlePublicationOpen Access
    Do entrepreneurs really create entrepreneurial cultures? When intentions do not match actions
    (Boğaziçi Üniversitesi İktisadi ve İdari Bilimler Fakültesi, 2016) Bayraktar, Seçil; International Business and Trade; BAYRAKTAR, Seçil
    From the perspective that organizational cultures are shaped by their founders, it is expected that entrepreneurs create entrepreneurial cultures in line with their innovative approach. This paper challenges this expectation by drawing attention to the relationship between entrepreneurs and the cultures they build, with a particular emphasis on the potential challenges that may inhibit entrepreneurs from forming and maintaining innovation oriented cultures as intended. Four traps, identified as the trap of control, the trap of similarity, the trap of preservation, and the trap of individual identity, that act as barriers in the formation of innovative cultures are proposed and discussed in relation to the current literature.
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    ArticlePublicationMetadata only
    Developing a measure for 'connectorship' as a component of engaged leadership
    (Emerald Group Publishing Limited, 2016) Dastmalchian, A.; Rezac, D.; Muzyka, D. F.; Bayraktar, Seçil; Steinke, C.; Imer, H. P.; International Business and Trade; BAYRAKTAR, Seçil
    Purpose - The purpose of this paper is to report the findings of a mixed methods study that explored how active community engaged and connected managers were in their local and broader communities (engaged leadership, EL). The paper specifically investigates an under researched aspect of EL - "connectorship" - with focus on developing a measure for connectorship. The authors present the conceptual framework for EL, followed by the operationalization of "connectorship" construct. Design/methodology/approach - The paper focusses on developing a measure for connectorship using data from a qualitative study of 18 senior managers followed by a survey of 458 managers in Canada. Findings - Content analyses of qualitative data led to the generation of 93 items measuring connectorship. Based on these items, quantitative analyses of survey data from 453 respondents yielded a final measure of connectorship, which consisted of 28 items explored under eight dimensions. Research limitations/implications - An organization's emphasis on connectedness and engagement of leaders will improve knowledge sharing and better mutual understanding of organizational issues among managers. It will also help attain employment stability and decrease hiring and related costs by reducing turnover. Future research, specifically longitudinal studies of leaders at various organizational levels, could incorporate connectorship as a key criterion for leadership effectiveness. Practical implications - The focus on connectorship skills implies that in organizations the emphasis should go beyond traditional leadership skills development and included the neglected connectorship skills development. Increased connectedness and engagement among leaders will have positive performance implications. Social implications - For effective corporate citizenship, the EL framework and a focus on connectorship would help leaders better understand the importance of social networks, be aware of their own network, and improve their skills in connecting the people within their networks. Originality/value - Using a variable centered approach within the framework of EL the paper contributes to leadership literature by conceptually defining connectorship developing a measure for this construct and testing its psychometric properties.
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    Book ChapterPublicationMetadata only
    Turkey’s fight against corruption: current state and the road ahead
    (Edward Elgar Publishing Ltd., 2018-09-28) Jiménez, A.; Bayraktar, Seçil; Eren, M.; International Business and Trade; Warf, B.; BAYRAKTAR, Seçil
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