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Öğe Culture On Strategıc Decısıon Makıng: Janıssarıes And Mercenarıes(2018) Ertem, Mehmet; Kılınç, İzzetThis paper aims to understand the strategic meaning of culture as a core competence. In order to fulfill this aim we attempted to understand the effects of cultural values and beliefs on the strategic decision-making process. We used grounded theory method for this inductive qualitative research. We conducted 33 interviews with strategists (business owners and top level managers) from 27 different companies operating in Kayseri OIZ (Organized Industrial Zone) furniture industry. We used conceptual coding procedures to analyze the data. Consequently, we detected a clash of cultural value sets between two different and incompatible cultural value domains named “Western-Rational” and “Muslim-Turkish”, in the field. We also observed that the strategists interviewed were facing with this clash both in their business and daily lives and they were exhibiting different behavioral outcomes in the face of this clash. We classified and conceptualized their behavioral outcomes into two behavioral patterns as the Janissary and the Mercenary behaviors. Finally, we observed that cultural values and beliefs (religious, traditional and rational) are operative at all levels of the strategic decision-making process and thus, they have a strong and deep meaning in strategic management processes as core competences.Öğe Green leadership: a scientific paradigm or a managerial fashion?(Emerald Group Publishing Ltd, 2026) Kilinc, Izzet; Ozcelik, Gulizar; Ertem, Mehmet; Unal, AslihanPurpose - This study critically explores the increasingly popular concept of green leadership within managerial and academic discourse. Although frequently presented as an ethically grounded leadership model aligned with sustainability goals, its maturity as a scientific paradigm remains questionable. The paper evaluates whether green leadership possesses the conceptual coherence, methodological structure, and problem-solving capacity necessary to qualify as a paradigm. Design/methodology/approach - Drawing on Thomas Kuhn's theory of paradigms, the study examines the conceptual foundations of green leadership and assesses its theoretical and methodological status. It further incorporates insights from Abrahamson's concept of management fashion and employs a critical management studies lens to explore the discursive construction of green leadership. Additionally, the analysis integrates Popper's falsifiability criterion and Lakatos's research programme model to evaluate the concept's scientific rigor. Findings - The analysis suggests that green leadership largely draws on transformational, ethical, and sustainable leadership approaches without offering an original theoretical foundation. From this perspective, it resembles a management fashion more than a paradigmatic framework. The study argues that the normative positivity surrounding green leadership may contribute to legitimizing existing organizational power structures. Furthermore, it identifies Western-centric development and universalist assumptions that challenge the concept's cultural adaptability in non-Western or developing contexts. Overall, the findings conclude that green leadership currently lacks sufficient explanatory power, conceptual coherence, and theoretical maturity to be considered a scientific paradigm. Originality/value - This study contributes by systematically evaluating green leadership through the lens of paradigm theory and the philosophy of science. It moves beyond normative and symbolic representations of green leadership and provides a critical and interdisciplinary perspective that highlights its conceptual limitations and cultural blind spots. The study emphasizes the need for further theoretically grounded, empirically robust, and culturally sensitive research to enhance the legitimacy and practical relevance of green leadership.Öğe The Mediating Role of Organizational Commitment in the Effect of Perception of Commitment to Change on Job Satisfaction(2021) Şentürk, Faruk; Ertem, MehmetPurpose – The period we are in forces individuals, societies, and naturally businesses to change. Businesses experience many changes together in terms of technology, organizational culture and structural features. These change processes create positive or negative effects on the satisfaction of employees. Top administrations generally have to be aware of the importance of voluntary participation in the process of change to take the support of the followers and to overcome the process without any problems. The mediating role of organizational commitment that manifests in different ways under the effect of the perception of affective commitment to the change on job satisfaction have been tried to be determined. Design/methodology/approach – Within the scope of the study in which 372 personnel of Yozgat Provincial Health Directorate were considered as the population, data were obtained from a sample of 196 people. Due to the changes in the structuring processes of the provincial organization of the Ministry of Health, the employees of the Provincial Health Directorate were included in the research process. The quantitative method was preferred and the questionnaire was used as data collection technique. Findings – As a result of the research, it was determined that affective and normative organizational commitment had a mediating effect on the relationship between affective commitment to change and job satisfaction. Continuance commitment does not have a mediating effect on the relationship between the perception of affective commitment to change and job satisfaction. Discussion – It is an undeniable necessity to get the support of organization employees in the process of change and to ensure that they have faith in this process. However, another important issue is howemployees develop a commitment to their organizations when they set aside the process of change in their minds. Organizations should focus on the ways of making their employees dependent on the organization rather than making them dependent on change. Especially in change processes that concern the whole organization, motivating employees to develop beliefs and support for the said change without examining and analyzing the types and levels of commitment to the organization, or providing this with pressure, can cause the failure of change processes that require very serious labor and capital.Öğe A research on the variables that effect affective commitment to change(2021) Ertem, Mehmet; Şentürk, FarukRegardless of the change process level for businesses, employees' participation in the change processis a vital factor. Change as an attempt to question the current order and replace it with a more effectiveand efficient system requires employees to support and see themselves as part of the processemotionally. The research conducted in this context aims to determine the factors that effect affectivecommitment to change (ACC). In this context, it aims to guide businesses on which factors they shouldfocus on in their change processes. In the study, a quantitative method was preferred, a questionnaireform was used as the data collection technique, and the data were obtained from healthcareprofessionals working in the Yozgat Provincial Health Directorate. The results indicated thatperception of change (general perception, readiness for change, and being affected by the change) andemotional deprivation have negative effects on affective commitment to change. In contrast,communion striving, teamwork, social companionship and workplace friendship have no meaningfuleffects on the dependent variable.Öğe Stratejik karar sürecinde rekabet üstünlüğünün kaynakları olarak kültürel değer ve inançlar üzerine bir gömülü teori araştırması(Düzce Üniversitesi, 2017) Ertem, Mehmet; Kılınç, İzzetBu araştırmanın temel amacı, kültürel değer ve inançların stratejik karar verme sürecini nasıl etkilediğini anlamaya çalışmaktır. Araştırmanın bir diğer amacı ise, stratejik karar sürecinde diğerlerine göre daha etkili olan değer ve inançların var olup olmadığını tespit etmektir. Böylelikle kültürün sürdürülebilir rekabet avantajı açısından anlamına yönelik tartışmaya katkı sağlamak amaçlanmıştır. Bu Gömülü Teori araştırmasında, veriler temelde yarı yapılandırılmış derinlemesine görüşme yöntemi ile toplanmıştır. Verilerin işlenmesinde açık ve kavramsal kodlama tekniği kullanılmıştır. Araştırmada sonuç olarak; kültürel değer ve inançların, karar sürecini (Karar öncesi, karar esnası ve karar sonrası olmak üzere) her aşamada derinden etkilediği belirlenmiştir. Buna ek olarak, kültürel değer ve inançların en çok karar verme esnasında etkin oldukları ve katılımcılar açısından stratejik anlam atfedilen belirli spesifik değerlerin var olduğu da ayrıca tespit edilmiştir. Bu bağlamda, karar vericilerin daha çok "Müslüman – Türk" ve "Batılı – Rasyonel" olarak adlandırılan iki temel değer alanı ile karşı karşıya kaldıkları gözlemlenmiştir. Ayrıca, araştırmaya katılan stratejistlerin, karar verirken temelde uyuşmayan bu iki değer alanından hangisine uyulacağı konusunda çatışma yaşadıkları da gözlemlenmiştir. Bu çatışma durumunun bir çıktısı olarak ise, stratejistlerin kararlarını "Yeniçeri" ve "Paralı Asker" şeklinde adlandırılan iki farklı davranış kalıbı doğrultusunda verdikleri belirlenmiştir. Sonuç olarak, değer ve inançlar üzerinden karar verme gibi önemli bir davranışı derinden etkileyen kültürün, bir "kök yetenek" olarak sürdürülebilir rekabet avantajı açısından önem arz ettiği kanaatine varılmıştır. Böylelikle bu araştırmanın, stratejik karar süreci ve kültür arasındaki ilişkiye odaklanmış nitel bir araştırma olarak, stratejik yönetim literatüründe önemli bir noktaya değindiği düşünülmektedir. Anahtar Sözcükler: Stratejik Karar, Kültürel Değerler, Kültür ve Strateji, Gömülü Teori, Stratejik Değerler
