Human resource management in Turkey ‐ Current issues and future challenges
By Z. Aycan. 2001
224 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/ea511207edd3e684a1758eb181b7e1383a98091c
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In Organizational Behavior and Human Resource Management
- Osman M. Karatepe
- Alper Ertürk
- Orhan Uludağ
- Sanjay Kumar Singh
- Eralp Bektaş
- Ceren Aydoğmuş
- Turhan Kaymak
- Başak Uçanok
Citations in the corpus
- Explaining influences on career ‘choice’: the case of MBA students in comparative perspective (2005, background): “Turkey also has a very young managerial population, mean age being 27.6 (Aycan, 2001).”
- AFFECTIVITY, CONFLICTS IN THE WORK-FAMILY INTERFACE AND HOTEL EMPLOYEE OUTCOMES (2008, background): “However, it should be noted that the use of objective and standard tests for selecting the most suitable candidates for the vacant post is in its infancy in the Turkish business environment (Aycan, 2001).”
- East Meets West? Board Characteristics in an Emerging Market: Evidence from Turkish Banks (2008, background): “Indeed, corporate performance evaluation systems are still in the developmental stage in Turkey for the managerial cadre (Aycan, 1999), let alone for board members.”
- Do job resources moderate the effect of emotional dissonance on burnout (2011, background): “Third, research demonstrates that Turkey has become somewhat less collectivist and had less power distance since Hofstede’s (1980) research (Aycan, 2001; Aycan et al., 2000).”
- The impact of human resource management practices and corporate entrepreneurship on firm performance: evidence from Turkish firms (2006, background): “Aycan ( 2001 ) pointed out that Turkish culture owns more paternalistic values.”
- Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment § (2016, background): “Turkish culture is argued to be a blend of ‘Western’ and ‘Eastern’ values (Aycan, 2001), probably due to Turkey’s historical ties and geographic location connecting Asia and Europe.”
- The Effects of Values, Work Centrality, and Organizational Commitment on Organizational Citizenship Behaviors: Evidence from Turkish SMEs (2013, background): “In Turkey, there is a divergence among organizations in adopting effective HR practices (Aycan, 2001).”
- A trust‐based approach to promote employees' openness to organizational change in Turkey (2008, background): “Theoretical background and hypotheses Organizational vulture in Turkey Organizational culture in Turkey can be defined as a blend of “Western” and “Eastern” values (Aycan, 2001).”
- An exploratory analysis of the influence of human resource management activities and organizational climate on job satisfaction in Turkish banks (2010, methodology): “However, over the past decade there has been an increase in the use of objective and standard tests (Arthur Andersen 2000; Aycan 2001).”
- The state of HRM in the Middle East: Challenges and future research agenda (2018, background): “In this regard, see work by Al-Hamadi, Budhwar, and Shipton (2007), Katou, Budhwar, Woldu, and Al-Hamadi (2010), Khan (2011) and Khan et al. (2015) on Oman; Aycan (2001) on Turkey; Elamin and Tlaiss (2015) andMellahi andWood (2004) on Saudi Arabia; Manafi and Subramaniam (2015), Namazie and Frame (2”
- Increasing organizational citizenship behaviors of Turkish academicians (2007, background): “Socio-cultural properties of Turkey Turkish societal and organizational culture can be defined as a blend of “Western” and “Eastern” values (Aycan, 2001).”
- Impact of the strategic human resource management on organizational performance: evidence from Turkey (2011, background): “Also, in its efforts to be a full member of the EU, Turkey has begun to pay more attention to effective utilization of its human capital (Aycan 2001 ).”
- Managerial Trust in New Product Development Projects: Its Antecedents and Consequences (2009, unknown): “Aycan (2001), for example, notes that paternalistic managers in collectivist-high power distant cultures attend weddings of employees, act as a mediator in family disputes, and provide financial assistance for housing or education of children.”