Aykut Arslan

Bio: Aykut Arslan is an academic researcher from Piri Reis University. The author has contributed to research in topics: Turkish & Government. The author has an hindex of 8, co-authored 38 publications receiving 350 citations. Previous affiliations of Aykut Arslan include Haliç University.

The Moderated Influence of Ethical Leadership, Via Meaningful Work, on Followers’ Engagement, Organizational Identification, and Envy

Abstract: This study examines a proposed model whereby ethical leadership positively influences the level of meaning followers experience in their work, which in turn positively impacts followers’ levels of work engagement and organizational identification, as well as reduces their levels of workplace envy. We further hypothesized that cognitive reappraisal strategies for emotional regulation would moderate the ethical leadership–meaningful work relationship. The model was tested in a stratified random field sample of 440 employees and their direct supervisors in the aviation industry in Turkey. Results based on data collected at two points in time showed that ethical leadership has a significant and positive direct effect on engagement and organizational identification, as well as indirect effects on those two outcomes through meaningfulness. Finally, results show that ethical leadership has a significant negative direct effect on workplace envy. Further, results showed that cognitive reappraisal emotion regulation strategy positively moderates, i.e., strengthens, the relationship between ethical leadership and meaningful work.

Theory X and Theory Y Type Leadership Behavior and its Impact on Organizational Performance: Small Business Owners in the Şishane Lighting and Chandelier District

Abstract: Leadership style and organizational performance have been researched extensively. However, the literature has a limited number of studies concerning organizational performance of small and medium businesses, even less research on the impact on organizational performance of Theory X and Theory Y type leadership styles. In addition, minimal access to data on financials for small and medium businesses presents a challenge for this line of research. Regardless, research does show that small and medium business owners/managers are quite accurate when asked about their financials and growth. In this study, we focused on three related questions: 1) Do owners/managers who report increases in turnover for the last five-year period more likely to exhibit Theory Y tendencies? 2) Are owners/managers who report increases in innovations more likely to exhibit Theory Y tendencies? 3) Are owners/managers who report decreases in overall costs more likely to exhibit Theory Y tendencies? The research was conducted in the Sishane region of Istanbul, Turkey. This region, in particular, houses hundreds of chandelier makers and lighting firms, some of which even date back to the Ottoman Empire. Data was collected via a survey instrument distributed to 200 chandelier makers and lighting firms in the area. Data was analyzed through the SPSS statistical packet program and proposed relations in the model were tested through logistic regression analyses.

You May Not Reap What You Sow: How Employees’ Moral Awareness Minimizes Ethical Leadership’s Positive Impact on Workplace Deviance

Abstract: Although a growing body of research has shown the positive impact of ethical leadership on workplace deviance, questions remain as to whether its benefits are consistent across all situations. In this investigation, we explore an important boundary condition of ethical leadership by exploring how employees’ moral awareness may lessen the need for ethical leadership. Drawing on substitutes for leadership theory, we suggest that when individuals already possess a heightened level of moral awareness, ethical leadership’s role in reducing deviant actions may be reduced. However, when individuals lack this strong moral disposition, ethical leadership may be instrumental in inspiring them to reduce their deviant actions. To enhance the external validity and generalizability of our findings, the current research used two large field samples of working professionals in both Turkey and the USA. Results suggest that ethical leadership’s positive influence on workplace deviance is dependent upon the individual’s moral awareness—helpful for those employees whose moral awareness is low, but not high. Thus, our investigation helps to build theory around the contingencies of ethical leadership and the specific audience for whom it may be more (or less) influential.

Cross-Cultural Analysiis of European e-Government Adoption

Abstract: In terms of adoption, the topic of e-government has focused on the supply side (or government-related issues) such as strategies and policy, challenges, technical issues, evaluation of the usability of e-government Websites; however, less attention has been given to the demand (or citizen’s) perspective. Recent studies of the citizen adoption of e-government services suggest that trust, security, and transparency are the major issues for e-government adoption. The aim of this study was to explore whether cross-national differences in the adoption of e-government (Internet users who visited public authorities’ websites in last three months to obtain information, download, and file forms) are associated with differences among national cultures as described in Hofstede's model of cultural dimensions (Power Distance, Individualism, Masculinity, Uncertainty Avoidance and Long-Term Orientation).

The moderating roles of technological self-efficacy and time management in the technostress and employee performance relationship through burnout

Abstract: PurposeThe ongoing dispute as to whether using technology extensively at work may cause harm continues to gain momentum. Thus, the need for more research on the harmful effect of using technology at work and on the indirect effects on work performance is needed. The call for additional moderators in technostress research is still ongoing. The research contributes to the abovementioned gaps in the literature by analyzing a model with two moderators.Design/methodology/approachThe sample population was chosen randomly from the lists provided by civil-servant unions and the chamber of commerce subsidiaries in the northwest region of Turkey. The employees received letters that explained the purpose of the study; the questionnaires sent to them. Out of 500 forms, 328 were returned. PLS-SEM technique was selected for hypothesis testing.FindingsThe results revealed support for all the hypotheses, and proposed moderators can be used to mitigate the harms of technostress and burnout. The findings have implications for both theory and practice.Research limitations/implicationsThe limitation of this research is its sample characteristics. Due to the cross-sectional nature of the data set, it is difficult to claim causality. Therefore, readers should use caution when extending generalizations to a broader population. As for the theoretical implications, the interest in the challenges posed by various technologies in the workplace on human psychology and health over the long term is quite new. And there is still room for other mediating and moderating mechanism for the interplay between technostress and related outcomes.Practical implicationsOne of the practical implications is that technology at work might have the potential to create stress, sometimes greater than its benefits. The effects that might be created by other sources of stress when combined with stress related to technology in the workplace should also be taken seriously. There are tools to reduce the harm caused by technostress that practitioners could make use of such as time-management interventions.Originality/valueThe dispute whether using technology extensively at work may cause harm rather than advantage continues to confuse people, and with time it is gaining momentum. Thus, there is necessity for more research on the harms of technology, and especially on the indirect effects on work performance. Second, the vast technostress literature seems to neglect to discern task performance from contextual one as the dependent variable. Lastly, the call for additional moderators in technostress research is still prevailing. The research contributes to the abovementioned gaps in the literature by analyzing a model with two moderators.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal

Abstract: Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal Tushman, Michael L. and O'Reilly, Charles A., 256 pp., Cambridge, MA: Harvard Business School Press, 1997. Reviewed by Subodh P. Kulkarni, Assistant Professor in School of Business at Howard University, Washington, D.C. Professors Tushman and O'Reilly are well known for their research on innovation and organizational culture. In this book, the authors address a fundamental and interesting issue underlying organizational change and innovation: that of how firms can achieve a balance between stability and change. Businesses are not likely to prosper or survive in the long run without this balance. One of the book's key premises is that short-term success may constrain a firm's ability to change. Short term successes often occur in larger, older, more structured organizations, the source of structural and cultural inertia, which yields success in stable environments and failure when environments change. Therefore, a company's culture holds the key to success (or failure) in the long run. To create and sustain a competitive edge in the long run, companies must learn how to manage incremental and revolutionary change. The key, according to the authors, is to develop an "ambidextrous organization." Tushman and O'Reilly define ambidextrous organizations as those having internally consistent structures and an internal operating culture that provides for excelling today, while also planning for the future. The ambidextrous organizations are, thus, engaged in a balancing act between the management of incremental and revolutionary technologies. Further, these organizations have very different cultures within a company (or even a business unit, for that matter). Vision is vital to ambidextrous organizations, often displaying one vision that hosts multiple cultures in the unit. Of course, a firm can have multiple cultures under one roof by spinning off different business units and managing them independently. This is unacceptable to the authors. It is important to manage them as a whole, or as a system. The thing that holds the system components together is the overarching vision for the technology firm. That is why the book emphasizes strategic intent or competitive vision; because without a common, overarching purpose and set of values, the ambidextrous company just does not hold together. So it is not only different cultures, but different structures, systems, rewards, and competencies that need to be managed together. Drawing on their extensive research, consulting practice, as well as the experiences of managers from several "ambidextrous companies," the authors develop a model that can be used by executives to understand the dynamics of change necessary for long-term success. Toward this end, the book provides several tools for identifying and diagnosing the causes of performance gaps and for developing action plans to attain, and maintain, industry leadership. The book is divided into nine chapters. Chapter 1 is introductory, and it outlines the concepts underlying the authors' model. Chapter 2 highlights the significance of the concepts introduced earlier in the context of global change and innovation. Chapters 3 through 6 focus on the building of capabilities, competencies, and cultures that can generate a sustainable competitive advantage. Chapter 4 develops a model that highlights the congruence among an organization's strategies and four distinct factors: critical tasks, culture, structure, and people. A lack of congruence often results in performance gaps. Chapter 5 outlines how organizational culture-the selecting, socializing, and rewarding of workers consistent with the company's goals-promotes this congruence. It also illustrates how to assesses an organization's culture. Chapters 7 and 8 stand out in particular because in these chapters the authors introduce techniques for building an ambidextrous organization. …

Outcomes of Meaningful Work: A Meta-Analysis

Abstract: Using job characteristics theory as a framework, we calculated meta‐analytic effect sizes between meaningful work and various outcomes and tested a mediated model of meaningful work predicting proximal and distal outcomes with meta‐analytic structural equation modelling (MASEM). From 44 articles (N = 23,144), we found that meaningful work had large correlations (r = 0.70+) with work engagement, commitment, and job satisfaction; moderate to large correlations (r = 0.44 to −0.49) with life satisfaction, life meaning, general health, and withdrawal intentions; and small to moderate correlations (r = −0.19 to 0.33) with organizational citizenship behaviours, self‐rated job performance, and negative affect. The best MASEM fitting model was meaningful work predicting work engagement, commitment, and job satisfaction and these variables subsequently predicting self‐rated performance, organizational citizenship behaviours, and withdrawal intentions. This meta‐analysis provides estimated effect sizes between meaningful work and its outcomes and reveals how meaningful work relates directly and indirectly to key outcomes.