Research Article
BibTex RIS Cite

GELİŞİM KÜLTÜRÜ VE RASYONEL ALT KÜLTÜRLERİN İŞ PERFORMANSINA ETKİSİ, ÖRGÜTSEL DEĞİŞİME AÇIKLIĞIN ARACILIK ROLÜ

Year 2022, Volume: 7 Issue: 2, 101 - 117, 21.10.2022

Emine Özlem Köroğlu , Abdullah Çalışkan

Abstract

Örgüt kültürü, başta performans olmak üzere birçok örgütsel değişkeni etkiler. Son yıllarda örgütsel çıktılarda önemli bir yere sahip olan örgüt kültürünün, iş performansının artırılmasındaki rolü ve önemi giderek artmaktadır. Ancak çeşitli değişkenlerin bu etkiye farklı katkıları olabileceği düşünülmektedir. Bu araştırma ile örgüt kültürünün çalışanların iş performansı üzerindeki etkisi ve bu etkide örgütsel değişime açıklığın aracılık rolü belirlenmeye çalışılmıştır. Savunma sektöründe yapılan araştırmada 424 çalışanın tutumları ölçülerek açıklayıcı bulgular elde edilmiştir. Araştırma sonucunda, dışa dönük örgüt kültürü altboyutları olan, gelişim ve rasyonel kültürün çalışanların iş performansını olumlu yönde etkilediği ve bu etkide örgütsel değişime açıklığın aracılık rolü olduğu tespit edilmiştir.

Keywords

Gelişim Kültürü Rasyonel Kültür İş Performansı Örgütsel Değişime Açıklık

References

  • Ahmad, M. S. (2012). Impact Of Organizational Culture On Performance Management Practices In Pakistan, Business Intelligence Journal, Cilt: 5, Sayı: 1, Ocak, 2012.
  • Akkoç İ., Çalışkan A. & Turunç Ö. (2011). Gelişim Kültürü ve Lider Desteğinin Yenilikçi Davranış ve İş Performansına Etkisi: İş-Aile Çatışmasının Aracılık Rolü. İş Güç: Endüstri İlişkileri ve İnsan Kaynakları Dergisi, 13(4): 83-114.
  • Akkoç İ., Çalışkan A. & Turunç Ö. (2012a). The effect of development culture and perceived organizational support to the job satisfaction and job performance: the mediating role of trust. Celal Bayar University The Faculty of Economic and Administrative Sciences, Journal of Management and Economics;19(1):105–135.
  • Akkoç İ., Çalışkan A. & Turunç Ö. (2012b). Örgüt Kültürünün Girişimciliğe Etkisinde Öz Yeterliliğin Düzenleyici Rolü. "İş, Güç" Endüstri İlişkileri ve İnsan Kaynakları Dergisi, 14: 3, 19-42.
  • Andanut, M., Fraticiu L., & Mihaescu, D. (2015). Culture-civilization-organizational culture and managerial performance. Procedia Economics and Finance, 27, 69-72.
  • Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: a review of theory and research in the 1990s. journal of management, 25(3), 293–315. https://doi.org/10.1177/014920639902500303
  • Augustsson, H., Richter, A., Hasson, H., & Von Thiele Schwarz, U. (2017). The need for dual openness to change: A longitudinal study evaluating the impact of employees’ openness to organizational change content and process on intervention outcomes. The Journal of Applied Behavioral Science, 53(3), 349–368. https://doi.org/10.1177/0021886317691930.
  • Axtell, C., Wall, T., Stride, C., Pepper, K., Clegg, C., Gardner, P. & Bolden, R. (2002). “Familiarity breeds content: The impact of exposure to change on employee openness and well‐being”. Journal of occupational and organizational psychology, 75(2), 217-231.
  • Baron, R. M. & Kenny, D. A. (1986), The Moderator–Mediator Variable Distinction İn Social Psychological Research: Conceptual, Strategic, And Statistical Considerations. Journal Of Personality And Social Psychology, 51, 1173–1182.
  • Bouckenooghe, D., Devos, G., & Van den Broeck, H. (2009). Organizational change questionnaire–climate of change, processes, and readiness: Development of a new instrument. Journal of Psychology, 143(6), 559–599.
  • Burke, W. W., & Biggart, N. (1997). Interorganizational relations. In D. Druckman, J. E. Singer, & H. Van Cott (Ed.), Enhancing organizational performance (pp. 120–149). Washington, DC: National Academies Press.
  • Burns, T. & Stalker, G. M. (1961), The Management of Innovation. London: Tavistock Publications.
  • Carter, M. Z., Armenakis, A. A., Feild, H. S., & Mossholder, K. W. (2013). Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), 942-958. doi:10.1002/job.1824
  • Chan, L. L. M., Shaffer, M. A. & Snape, E. (2004), In Research of Sustained Competitive Advantage: The Impact Of Organizational Culture, Competitive Strategy And Human Resource Management Practices On Firm Performance, International Journal of Human Resource Management, 15:1, s. 17-35.
  • Chen, J., & Wang, L. (2007). Locus of control and the three components of commitment to change. Personality and Individual Differences, 42(3), 503–512.
  • Cho, S. W., & Na, S. I. (2011). The causal relationship among teachers’ commitment to change, efficacy, school climate, and principals’ transformational leadership in specialized vocational high schools. Journal of Agricultural Education and Human Resource Development, 43(1), 1–25.
  • Çalışkan A. (2007). Organizasyonel Değişim Yönetimi ve Azerbaycan Cumhuriyeti’ndeki Türk Menşeli İşletmelerde Bir Uygulama, Isparta: Süleyman Demirel Üniversitesi, Sosyal Bilimler Enstitüsü, Yayınlanmamış Doktora Tezi, Isparta.
  • Çalışkan, A. (2018). Dönüşümcü Liderliğin İş Performansına Etkisi: Lider Üye Etkileşimi ve Örgütsel Bağlılığın Aracılık Rolü, Toros Üniversitesi İİSBF Sosyal Bilimler Dergisi, 5(8), ss.104-140.
  • Çalışkan, A. (2019). Değişime direnç: Bir ölçek uyarlama çalışması, Süleyman Demirel Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 24(2), 237-252.
  • Çalışkan, A. (2021). Örgütsel Güven. Bir Ölçek Geliştirme Çalışması. Antalya Bilim Üniversitesi Uluslararası Sosyal Bilimler Dergisi, 2(1): 42-59.
  • Çalışkan, A. (2022). Örgütsel Değişime Açıklık: Bir Ölçek Geliştirme Çalışması. Aksaray Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 14 (2), 191-202. DOI: 10.52791/aksarayiibd.1069524
  • Çalışkan, A. & Kater, S. F. (2020). Mersin Organize Sanayi Bölgesi işletmelerinde örgüt kültürünün örgütsel performansa etkisi ve örgütsel öğrenme ikliminin aracılık rolü üzerine bir araştırma, Toros Üniversitesi İİSBF Sosyal Bilimler Dergisi, 7(12), 170-198.
  • Çöl, G. (2008). Algılanan Güçlendirmenin İşgören Performansı Üzerine Etkileri, Doğuş Üniversitesi Dergisi, 9:1, s. 35-46.
  • Daft, R.L. (2004). Organizational Theory and Design. 8th Edition, Southwestern Educational Publishing, Cincinnati.
  • Denison, D. R., Spreitzer, G.M. (1991). Organizational culture and organizational development: a competing values approach. Research in Organizational Change and Development, 5, 1-21.
  • Denison, D. & Mishra, A. K. (1995). Toward a Theory of Organizational Culture and Effectivesness, Organization Science, 6(2), s. 204-223.
  • Deshpande, R, Farley J. U. & Webster, Jr. F. E. (1993). Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis. Journal of Marketing, 57:1, s. 23-37.
  • Deshpande, R. & Webster, Jr. F. E. (1989). Organizational Culture and Marketing: Defining the Research Agenda, Journal of Marketing, 53, 3-15.
  • Deshpande, R. & Farley, J. U. (2004). Organizational Culture, Market Orientation, Innovativeness, and Firm Performance: An International Research Odyssey, International Journal of Research in Marketing, 21(1), s. 3–22.
  • Devos, G., Buelens, M., & Bouckenooghe, D. (2007). Contribution of content, context, and process to understanding openness to organizational change: Two experimental simulation studies. Journal of Social Psychology, 147(6), 607–630.
  • Díaz-Vilela, L. F., Rodríguez, N. D., Isla-Díaz, R., Díaz-Cabrera, D., Hernández- Fernaud, E. & Rosales-Sánchez, C. (2015). Relationships between contextual and task performance and interrater agreement: Are there any? PloS One, 10(10), 1-13.
  • Goula A, Stamouli M-A, Latsou D, Gkioka V, Kyriakidou N. (2021). Learning organizational culture in greek public hospitals. International Journal of Health Research and Innovation, Vol.6. No.1, 2018, 1-9.
  • Gregory B.T. & Harris S.G., Armenakis A. A., Shook C. L. (2009). Organizational culture and effectiveness: A study of values, attitudes, and organizational outcomes, Journal of Business Research, 62, 673–679.
  • Haffar, M., Al-Hyari, K.A., Djebarni, R., Al-Shamali, A., Abdul Aziz, M. & Al-Shamali, S. (2021), "The myth of a direct relationship between organizational culture and TQM: propositions and challenges for research", The TQM Journal, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/TQM-06-2020-0138
  • Hinduan Z.R., Wilson-Evered E., Moss S. & Scannell, E. (2009). Leadership, work outcomes and openness to change following an Indonesian bank merger. Asia Pac. J. Hum. Res. 47(1):59-78.
  • Jacobs, R., Mannion, R., Davies, H. T. O., Harrison, S., Konteh, F. & Walshe, K. (2013), The Relationship Between Organizational Culture and Performance in Acute Hospitals, Social Science and Medicine, Sayı: 76, 2013, ss: 115-125.
  • Janićijević, N. (2012). The Influence of Organizational Culture on Organizational Preferences towards the Choice of Organizational Change Strategy. Economic Annals, 57(193), 25-51.
  • Jeong, S., Hsiao, Y., Song, J.H., Kim, J., & Bae, S.H. (2016). The moderating role of transformational leadership on work engagement: The influences of professionalism and openness to change. Human Resource Development Quarterly, 27(4), 489–516. https://doi.org/10.1002/hrdq.21
  • Kilmann, R.R.; Saxton, M.J. & Sepra, R., (1985), Five Key Issues İn Understanding And Changing Culture, Gaining Control Of The Corporate Culture, Ralph H. Kilman (Ed.), Jossey-Bass., s.1-16. Kim, S. S., Donghoon, S., Heather, C. V., Patricia, F. H. & Christian, V. (2018). How do callings relate to job performance? The role of organizational commitment and ideological contract fulfillment. Human Relations, 1-19.
  • Kim, T. & Chang, J. (2019), "Organizational culture and performance: a macro-level longitudinal study", Leadership ve Organization Development Journal, Vol. 40 No. 1, pp. 65-84. https://doi.org/10.1108/LODJ-08-2018-0291
  • Kirkman, B. L. Rosen, B. (1999), Beyond Self-Management: Antecedents and Consequences of Team Empowerment, Academy of Management Journal, 42:1, s. 58-74.
  • Klein HJ, Brinsfield CT, Cooper JT, Molloy JC. (2017). Quondam commitments: An examination of commitments employees no longer have. Acad Manag Discov. 3: 331–357. https://doi.org/10.5465/amd.2015.0073
  • Kohli, A. (1985), Some Unexplored Supervisory Behaviors and Their Influence on Salespeople’s Role Clarity, Specific Self Esteem, Job Satisfaction and Motivation, Journal of Marketing Research, 22, 424-433.
  • Korte, R. F. & Chermack, T. J. (2006). Changing organizational culture with scenario planning, Futures, 1-12.
  • Krauss, J. & Vanhove, A.J. (2022), "Organizational culture perceptions and change frequency: the moderating effect of members' hierarchical level in the organization", Leadership ve Organization Development Journal, Vol. 43 No. 2, pp. 302-314. https://doi.org/10.1108/LODJ-10-2021-0464
  • Latif, H., Majoka, M. I. & Khan, M. I. (2017), “Emotional Intelligence And Job Performance Of High School Female Teachers”, Pakistan Journal Of Psychological Research, 32(2), ss.333-351.
  • Lee JY, Park S, Baker R. (2018). The moderating role of top management support on employees’ attitudes in response to human resource development efforts. J Manag Organ. 24: 369–387. https://doi.org/10.1017/jmo.2017.37
  • Lok, Peter, Westwood, Robert & Crawford, John (2005), “Perceptions of Organizational Subculture and Their Significance for Organizational Commitment”, Applied Psychology, 54(4), ss. 490-514.
  • Lovely, N. S., Afzal, K. M., Alam, Z. (2019). Impact of Job Satisfaction and Organizational Commitment on Job Performance of Private Bank Employees in Bangladesh. The USV Annals of Economics and Public Administration, 19(2-30): 112-123.
  • Lu, B.; Guo, X.; Luo, N. & Chen, G. (2015), “Corporate Blogging And Job Performance: Effects Of Work-Related And Nonwork-Related Participation”, Journal Of Management Information Systems, 32(4), ss.285-314.
  • Luthans, F. (1992). Organizational Behavior, New York, Mc Graw Hill.
  • Mahajan A, Bishop JW, Scott D. (2012). Does trust in top management mediate top management communication, employee involvement and organizational commitment relationships? J Manag Issues. 24: 173–190. Available: https://www.jstor.org/stable/43488132
  • Martin, A.J., Jones, E.S. & Callan, V.J. (2005), “The role of psychological climate in facilitating employee adjustment during organizational change”. European Journal of Work and Organizational Psychology, Vol. 14 No. 3, pp. 263-89.
  • Mcdermott, C. M. & Stock, G. N. (1999). Organizational culture and advanced manufacturing technology implementation. Journal of Operations Management, 17(5), 521–533.
  • Menges, I. J.; Tussing, V. D.; Wihler, A. & Grant, M. A (2017), “When Job Performance Is All Relative: How Famıly Motivation Energizes Effort And Compensates For Intrinsic Motivation”, Academy of Management Journal, 60(2), ss.695-719.
  • Miller, V. D., Johnson, J. R., & Grau, J. (1994). Antecedents to willingness to participate in a planned organizational change. Journal of Applied Communication Research, 22(1), 59–80.
  • Mujeeb, E. U., Masood, M. T. & Ahmad, M. S. (2011), Relationship Between Organizational Culture and Performance Management Practices: A Case of University in Pakistan, Journal of Competitiveness, Aralık, Sayı: 4, 2011, ss: 78-86.
  • Nielsen, K., & Randall, R. (2013). Opening the black box: Presenting a model for evaluating organizational-level interventions. European Journal of Work and Organizational Psychology, 22(5), 601–617. https://doi.org/10.1080/1359432X.2012.690556.
  • Ogbonna, E. & Harris, L. C. (2000). Leadership Style, Organizational Culture and Performance: Empirical Evidence From UK Companies, International, Journal of Human Resource Management, Cilt: 11, Sayı: 4, Ağustos, 2000, ss: 766–788.
  • Oudenhoven, J. P. (2001). Do Organizations Reflect National Cultures? A 10-Nation Study, International Journal of Intercultural Relations, 25 (1), 89-107.
  • Prajogo, D. & McDermott, C. M. (2011), The Relationship Between Multidimensional Organizational Culture and Performance, International Journal of Operations and Production Management, Cilt: 37, Sayı: 7, ss: 712-735.
  • Quinn, R. E. (1988), Beyond Rational Management. San Francisco: Jossey-Bass Inc Publishers.
  • Quinn, R.E. & Spreitzer, G.M. (1991). The psychometrics of the competing values culture instrument and an analysis of the impact of organizational culture on quality of life. In Woodman R. & Pasmorewa, W. (Eds.) research in organizational change and development, 5. (pp. 115-157).Greenwich (CT): JAI
  • Reeves, C. & Bednar, D. (1994), Defining Quality: Alternatives and Implications, Academy of Management Review, 19:3, s. 419-445.
  • Rotundo, M. & Sackett, P. R. (2002). The relative importance of task, citizenship and counterproductive performance to global ratings of job performance: A policy-capturing approach. Journal of Applied Psychology, 87(1), 66-80.
  • Rousseau, D. M. & Mclean P. J. (1993), The Contracts of Individuals and Organizations. (ed.), Cummings, L. L. & Staw, B. M., Research in Organizational Behavior, 15, 1-43.
  • Schyns, B. (2004). The influence of occupational self-efficacy on the relationship of leadership behavior and preparedness for occupational change. Journal of Career Development, 30, 247-261.
  • Scott, Tim, Mannıon, Russel, Marshall, Martin & Davies, Huw (2003), “Does Organizational Culture Influence Healthcare Performance? A Review of The Evidence”, Journal of Health Services Research and Policy, 8(2), ss. 105–117.
  • Sekaran, U. (1992), Research Methods for Business, Canada: John Wiley and Sons, Inc.
  • Setyaningrum, R. P., Setiawan, M., Surachman, S., & Irawanto, D. W. (2017). Employees Performance; Leadership, Organizational Commitment and Trust. International Journal of Economic Perspectives, 11(2): 281-288.
  • Shafique, I.; Kalyar, M. N. & Ahmad, B. (2018), “The Nexus Of Ethical Leadership, Job Performance, And Turnover Intention: The Mediating Role Of Job Satisfaction”, Interdisciplinary Description Of Complex Systems 16(1), ss.71-87.
  • Sigler, T. H. & Pearson, C. M. (2000), Creating An Empowering Culture: Examining The Relationship Between Organizational Culture and Perceptions of Empowerment, Journal of Quality Management, 5, s. 27-52.
  • Škerlavaj M., Song J. H., Lee Y. (2010). Organizational learning culture, innovative culture and innovations in south Korean firms, Expert Systems With Applications, 37, 6390–6403.
  • Sonnentag, S. & Frese, M. (2002). Performance concepts and performance theory. In S. Sonnentag (Ed.) Psychological Management of Individual Performance (pp.4-25). NewYork: John Wiley & Sons.
  • Syamsir, S. (2020). Competence, Job Satisfaction, Work Motivation, and Job Performance of The Village ("Nagari") Masters in Managing E-Village Finance. International Journal of Advanced Science and Technology, 29(8), 1337-1350.
  • Sykes, T. A. & Venkatesh, V. (2017), “Explaining Post-Implementation Employee System Use And Job Performance: Impacts Of The Content And Source Of Social Network Ties”, Mis Quarterly, 41(3), pp. 917-936.
  • Trice, H., & Morand, D. (1991), Organisational Subculture and Countercultures. In G. Miller (Ed.), Studies in Organisational Sociology ( s. 45–69). Greenwich, CT: JAI Press.
  • Tseng, Y. F. & Lee, T. Z. (2009), Comparing Appropriate Decision Support of Human Resource Practices on Organizational Performance with DEA/AHP Model, Expert Systems with Applications, 36, s. 6548–6558.
  • Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85(1), 132–142.
  • Wang, D. S., & Shyu, C. L. (2003). The impact of organizational culture and knowledge sharing motivation on knowledge sharing. Sun Yat-Sen Management Review, 11(3), 409–431.
  • Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601–617.
  • Wu, C.-H.; Chen, I.-S. & Chen, J.-C. (2017), “A Study Into The Impact Of Employee Wellness And Job Satisfaction On Job Performance”, International Journal Of Organizational Innovation, 10(2), ss.252-269.

THE EFFECT OF DEVELOPMENT CULTURE AND RATIONAL SUB-CULTURES ON WORK PERFORMANCE, THE MEDIATING ROLE OF OPENNESS TOWARD ORGANIZATIONAL CHANGE

Year 2022, Volume: 7 Issue: 2, 101 - 117, 21.10.2022

Emine Özlem Köroğlu , Abdullah Çalışkan

Abstract

Organizational culture affects many organizational variables, especially performance. In recent years, the role and importance of organizational culture in increasing job performance, which has an important place in organizational outputs, has been increasing. However, it is thought that various variables may have different contributions to this effect. With this research, the effect of organizational culture on the job performance of employees and the mediating role of openness toward organizational change in this effect were tried to be determined. In research conducted in the defense sector, explanatory findings were obtained by measuring the attitudes of 424 employees. As a result of the research, it was determined that development and rational culture, which are types of outward organizational culture, positively affect the work performance of employees and that openness toward organizational change has a mediating role in this effect.

Keywords

Development Culture Rational Culture Job Performance Openness Toward Organizational Change

References

  • Ahmad, M. S. (2012). Impact Of Organizational Culture On Performance Management Practices In Pakistan, Business Intelligence Journal, Cilt: 5, Sayı: 1, Ocak, 2012.
  • Akkoç İ., Çalışkan A. & Turunç Ö. (2011). Gelişim Kültürü ve Lider Desteğinin Yenilikçi Davranış ve İş Performansına Etkisi: İş-Aile Çatışmasının Aracılık Rolü. İş Güç: Endüstri İlişkileri ve İnsan Kaynakları Dergisi, 13(4): 83-114.
  • Akkoç İ., Çalışkan A. & Turunç Ö. (2012a). The effect of development culture and perceived organizational support to the job satisfaction and job performance: the mediating role of trust. Celal Bayar University The Faculty of Economic and Administrative Sciences, Journal of Management and Economics;19(1):105–135.
  • Akkoç İ., Çalışkan A. & Turunç Ö. (2012b). Örgüt Kültürünün Girişimciliğe Etkisinde Öz Yeterliliğin Düzenleyici Rolü. "İş, Güç" Endüstri İlişkileri ve İnsan Kaynakları Dergisi, 14: 3, 19-42.
  • Andanut, M., Fraticiu L., & Mihaescu, D. (2015). Culture-civilization-organizational culture and managerial performance. Procedia Economics and Finance, 27, 69-72.
  • Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: a review of theory and research in the 1990s. journal of management, 25(3), 293–315. https://doi.org/10.1177/014920639902500303
  • Augustsson, H., Richter, A., Hasson, H., & Von Thiele Schwarz, U. (2017). The need for dual openness to change: A longitudinal study evaluating the impact of employees’ openness to organizational change content and process on intervention outcomes. The Journal of Applied Behavioral Science, 53(3), 349–368. https://doi.org/10.1177/0021886317691930.
  • Axtell, C., Wall, T., Stride, C., Pepper, K., Clegg, C., Gardner, P. & Bolden, R. (2002). “Familiarity breeds content: The impact of exposure to change on employee openness and well‐being”. Journal of occupational and organizational psychology, 75(2), 217-231.
  • Baron, R. M. & Kenny, D. A. (1986), The Moderator–Mediator Variable Distinction İn Social Psychological Research: Conceptual, Strategic, And Statistical Considerations. Journal Of Personality And Social Psychology, 51, 1173–1182.
  • Bouckenooghe, D., Devos, G., & Van den Broeck, H. (2009). Organizational change questionnaire–climate of change, processes, and readiness: Development of a new instrument. Journal of Psychology, 143(6), 559–599.
  • Burke, W. W., & Biggart, N. (1997). Interorganizational relations. In D. Druckman, J. E. Singer, & H. Van Cott (Ed.), Enhancing organizational performance (pp. 120–149). Washington, DC: National Academies Press.
  • Burns, T. & Stalker, G. M. (1961), The Management of Innovation. London: Tavistock Publications.
  • Carter, M. Z., Armenakis, A. A., Feild, H. S., & Mossholder, K. W. (2013). Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), 942-958. doi:10.1002/job.1824
  • Chan, L. L. M., Shaffer, M. A. & Snape, E. (2004), In Research of Sustained Competitive Advantage: The Impact Of Organizational Culture, Competitive Strategy And Human Resource Management Practices On Firm Performance, International Journal of Human Resource Management, 15:1, s. 17-35.
  • Chen, J., & Wang, L. (2007). Locus of control and the three components of commitment to change. Personality and Individual Differences, 42(3), 503–512.
  • Cho, S. W., & Na, S. I. (2011). The causal relationship among teachers’ commitment to change, efficacy, school climate, and principals’ transformational leadership in specialized vocational high schools. Journal of Agricultural Education and Human Resource Development, 43(1), 1–25.
  • Çalışkan A. (2007). Organizasyonel Değişim Yönetimi ve Azerbaycan Cumhuriyeti’ndeki Türk Menşeli İşletmelerde Bir Uygulama, Isparta: Süleyman Demirel Üniversitesi, Sosyal Bilimler Enstitüsü, Yayınlanmamış Doktora Tezi, Isparta.
  • Çalışkan, A. (2018). Dönüşümcü Liderliğin İş Performansına Etkisi: Lider Üye Etkileşimi ve Örgütsel Bağlılığın Aracılık Rolü, Toros Üniversitesi İİSBF Sosyal Bilimler Dergisi, 5(8), ss.104-140.
  • Çalışkan, A. (2019). Değişime direnç: Bir ölçek uyarlama çalışması, Süleyman Demirel Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 24(2), 237-252.
  • Çalışkan, A. (2021). Örgütsel Güven. Bir Ölçek Geliştirme Çalışması. Antalya Bilim Üniversitesi Uluslararası Sosyal Bilimler Dergisi, 2(1): 42-59.
  • Çalışkan, A. (2022). Örgütsel Değişime Açıklık: Bir Ölçek Geliştirme Çalışması. Aksaray Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 14 (2), 191-202. DOI: 10.52791/aksarayiibd.1069524
  • Çalışkan, A. & Kater, S. F. (2020). Mersin Organize Sanayi Bölgesi işletmelerinde örgüt kültürünün örgütsel performansa etkisi ve örgütsel öğrenme ikliminin aracılık rolü üzerine bir araştırma, Toros Üniversitesi İİSBF Sosyal Bilimler Dergisi, 7(12), 170-198.
  • Çöl, G. (2008). Algılanan Güçlendirmenin İşgören Performansı Üzerine Etkileri, Doğuş Üniversitesi Dergisi, 9:1, s. 35-46.
  • Daft, R.L. (2004). Organizational Theory and Design. 8th Edition, Southwestern Educational Publishing, Cincinnati.
  • Denison, D. R., Spreitzer, G.M. (1991). Organizational culture and organizational development: a competing values approach. Research in Organizational Change and Development, 5, 1-21.
  • Denison, D. & Mishra, A. K. (1995). Toward a Theory of Organizational Culture and Effectivesness, Organization Science, 6(2), s. 204-223.
  • Deshpande, R, Farley J. U. & Webster, Jr. F. E. (1993). Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis. Journal of Marketing, 57:1, s. 23-37.
  • Deshpande, R. & Webster, Jr. F. E. (1989). Organizational Culture and Marketing: Defining the Research Agenda, Journal of Marketing, 53, 3-15.
  • Deshpande, R. & Farley, J. U. (2004). Organizational Culture, Market Orientation, Innovativeness, and Firm Performance: An International Research Odyssey, International Journal of Research in Marketing, 21(1), s. 3–22.
  • Devos, G., Buelens, M., & Bouckenooghe, D. (2007). Contribution of content, context, and process to understanding openness to organizational change: Two experimental simulation studies. Journal of Social Psychology, 147(6), 607–630.
  • Díaz-Vilela, L. F., Rodríguez, N. D., Isla-Díaz, R., Díaz-Cabrera, D., Hernández- Fernaud, E. & Rosales-Sánchez, C. (2015). Relationships between contextual and task performance and interrater agreement: Are there any? PloS One, 10(10), 1-13.
  • Goula A, Stamouli M-A, Latsou D, Gkioka V, Kyriakidou N. (2021). Learning organizational culture in greek public hospitals. International Journal of Health Research and Innovation, Vol.6. No.1, 2018, 1-9.
  • Gregory B.T. & Harris S.G., Armenakis A. A., Shook C. L. (2009). Organizational culture and effectiveness: A study of values, attitudes, and organizational outcomes, Journal of Business Research, 62, 673–679.
  • Haffar, M., Al-Hyari, K.A., Djebarni, R., Al-Shamali, A., Abdul Aziz, M. & Al-Shamali, S. (2021), "The myth of a direct relationship between organizational culture and TQM: propositions and challenges for research", The TQM Journal, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/TQM-06-2020-0138
  • Hinduan Z.R., Wilson-Evered E., Moss S. & Scannell, E. (2009). Leadership, work outcomes and openness to change following an Indonesian bank merger. Asia Pac. J. Hum. Res. 47(1):59-78.
  • Jacobs, R., Mannion, R., Davies, H. T. O., Harrison, S., Konteh, F. & Walshe, K. (2013), The Relationship Between Organizational Culture and Performance in Acute Hospitals, Social Science and Medicine, Sayı: 76, 2013, ss: 115-125.
  • Janićijević, N. (2012). The Influence of Organizational Culture on Organizational Preferences towards the Choice of Organizational Change Strategy. Economic Annals, 57(193), 25-51.
  • Jeong, S., Hsiao, Y., Song, J.H., Kim, J., & Bae, S.H. (2016). The moderating role of transformational leadership on work engagement: The influences of professionalism and openness to change. Human Resource Development Quarterly, 27(4), 489–516. https://doi.org/10.1002/hrdq.21
  • Kilmann, R.R.; Saxton, M.J. & Sepra, R., (1985), Five Key Issues İn Understanding And Changing Culture, Gaining Control Of The Corporate Culture, Ralph H. Kilman (Ed.), Jossey-Bass., s.1-16. Kim, S. S., Donghoon, S., Heather, C. V., Patricia, F. H. & Christian, V. (2018). How do callings relate to job performance? The role of organizational commitment and ideological contract fulfillment. Human Relations, 1-19.
  • Kim, T. & Chang, J. (2019), "Organizational culture and performance: a macro-level longitudinal study", Leadership ve Organization Development Journal, Vol. 40 No. 1, pp. 65-84. https://doi.org/10.1108/LODJ-08-2018-0291
  • Kirkman, B. L. Rosen, B. (1999), Beyond Self-Management: Antecedents and Consequences of Team Empowerment, Academy of Management Journal, 42:1, s. 58-74.
  • Klein HJ, Brinsfield CT, Cooper JT, Molloy JC. (2017). Quondam commitments: An examination of commitments employees no longer have. Acad Manag Discov. 3: 331–357. https://doi.org/10.5465/amd.2015.0073
  • Kohli, A. (1985), Some Unexplored Supervisory Behaviors and Their Influence on Salespeople’s Role Clarity, Specific Self Esteem, Job Satisfaction and Motivation, Journal of Marketing Research, 22, 424-433.
  • Korte, R. F. & Chermack, T. J. (2006). Changing organizational culture with scenario planning, Futures, 1-12.
  • Krauss, J. & Vanhove, A.J. (2022), "Organizational culture perceptions and change frequency: the moderating effect of members' hierarchical level in the organization", Leadership ve Organization Development Journal, Vol. 43 No. 2, pp. 302-314. https://doi.org/10.1108/LODJ-10-2021-0464
  • Latif, H., Majoka, M. I. & Khan, M. I. (2017), “Emotional Intelligence And Job Performance Of High School Female Teachers”, Pakistan Journal Of Psychological Research, 32(2), ss.333-351.
  • Lee JY, Park S, Baker R. (2018). The moderating role of top management support on employees’ attitudes in response to human resource development efforts. J Manag Organ. 24: 369–387. https://doi.org/10.1017/jmo.2017.37
  • Lok, Peter, Westwood, Robert & Crawford, John (2005), “Perceptions of Organizational Subculture and Their Significance for Organizational Commitment”, Applied Psychology, 54(4), ss. 490-514.
  • Lovely, N. S., Afzal, K. M., Alam, Z. (2019). Impact of Job Satisfaction and Organizational Commitment on Job Performance of Private Bank Employees in Bangladesh. The USV Annals of Economics and Public Administration, 19(2-30): 112-123.
  • Lu, B.; Guo, X.; Luo, N. & Chen, G. (2015), “Corporate Blogging And Job Performance: Effects Of Work-Related And Nonwork-Related Participation”, Journal Of Management Information Systems, 32(4), ss.285-314.
  • Luthans, F. (1992). Organizational Behavior, New York, Mc Graw Hill.
  • Mahajan A, Bishop JW, Scott D. (2012). Does trust in top management mediate top management communication, employee involvement and organizational commitment relationships? J Manag Issues. 24: 173–190. Available: https://www.jstor.org/stable/43488132
  • Martin, A.J., Jones, E.S. & Callan, V.J. (2005), “The role of psychological climate in facilitating employee adjustment during organizational change”. European Journal of Work and Organizational Psychology, Vol. 14 No. 3, pp. 263-89.
  • Mcdermott, C. M. & Stock, G. N. (1999). Organizational culture and advanced manufacturing technology implementation. Journal of Operations Management, 17(5), 521–533.
  • Menges, I. J.; Tussing, V. D.; Wihler, A. & Grant, M. A (2017), “When Job Performance Is All Relative: How Famıly Motivation Energizes Effort And Compensates For Intrinsic Motivation”, Academy of Management Journal, 60(2), ss.695-719.
  • Miller, V. D., Johnson, J. R., & Grau, J. (1994). Antecedents to willingness to participate in a planned organizational change. Journal of Applied Communication Research, 22(1), 59–80.
  • Mujeeb, E. U., Masood, M. T. & Ahmad, M. S. (2011), Relationship Between Organizational Culture and Performance Management Practices: A Case of University in Pakistan, Journal of Competitiveness, Aralık, Sayı: 4, 2011, ss: 78-86.
  • Nielsen, K., & Randall, R. (2013). Opening the black box: Presenting a model for evaluating organizational-level interventions. European Journal of Work and Organizational Psychology, 22(5), 601–617. https://doi.org/10.1080/1359432X.2012.690556.
  • Ogbonna, E. & Harris, L. C. (2000). Leadership Style, Organizational Culture and Performance: Empirical Evidence From UK Companies, International, Journal of Human Resource Management, Cilt: 11, Sayı: 4, Ağustos, 2000, ss: 766–788.
  • Oudenhoven, J. P. (2001). Do Organizations Reflect National Cultures? A 10-Nation Study, International Journal of Intercultural Relations, 25 (1), 89-107.
  • Prajogo, D. & McDermott, C. M. (2011), The Relationship Between Multidimensional Organizational Culture and Performance, International Journal of Operations and Production Management, Cilt: 37, Sayı: 7, ss: 712-735.
  • Quinn, R. E. (1988), Beyond Rational Management. San Francisco: Jossey-Bass Inc Publishers.
  • Quinn, R.E. & Spreitzer, G.M. (1991). The psychometrics of the competing values culture instrument and an analysis of the impact of organizational culture on quality of life. In Woodman R. & Pasmorewa, W. (Eds.) research in organizational change and development, 5. (pp. 115-157).Greenwich (CT): JAI
  • Reeves, C. & Bednar, D. (1994), Defining Quality: Alternatives and Implications, Academy of Management Review, 19:3, s. 419-445.
  • Rotundo, M. & Sackett, P. R. (2002). The relative importance of task, citizenship and counterproductive performance to global ratings of job performance: A policy-capturing approach. Journal of Applied Psychology, 87(1), 66-80.
  • Rousseau, D. M. & Mclean P. J. (1993), The Contracts of Individuals and Organizations. (ed.), Cummings, L. L. & Staw, B. M., Research in Organizational Behavior, 15, 1-43.
  • Schyns, B. (2004). The influence of occupational self-efficacy on the relationship of leadership behavior and preparedness for occupational change. Journal of Career Development, 30, 247-261.
  • Scott, Tim, Mannıon, Russel, Marshall, Martin & Davies, Huw (2003), “Does Organizational Culture Influence Healthcare Performance? A Review of The Evidence”, Journal of Health Services Research and Policy, 8(2), ss. 105–117.
  • Sekaran, U. (1992), Research Methods for Business, Canada: John Wiley and Sons, Inc.
  • Setyaningrum, R. P., Setiawan, M., Surachman, S., & Irawanto, D. W. (2017). Employees Performance; Leadership, Organizational Commitment and Trust. International Journal of Economic Perspectives, 11(2): 281-288.
  • Shafique, I.; Kalyar, M. N. & Ahmad, B. (2018), “The Nexus Of Ethical Leadership, Job Performance, And Turnover Intention: The Mediating Role Of Job Satisfaction”, Interdisciplinary Description Of Complex Systems 16(1), ss.71-87.
  • Sigler, T. H. & Pearson, C. M. (2000), Creating An Empowering Culture: Examining The Relationship Between Organizational Culture and Perceptions of Empowerment, Journal of Quality Management, 5, s. 27-52.
  • Škerlavaj M., Song J. H., Lee Y. (2010). Organizational learning culture, innovative culture and innovations in south Korean firms, Expert Systems With Applications, 37, 6390–6403.
  • Sonnentag, S. & Frese, M. (2002). Performance concepts and performance theory. In S. Sonnentag (Ed.) Psychological Management of Individual Performance (pp.4-25). NewYork: John Wiley & Sons.
  • Syamsir, S. (2020). Competence, Job Satisfaction, Work Motivation, and Job Performance of The Village ("Nagari") Masters in Managing E-Village Finance. International Journal of Advanced Science and Technology, 29(8), 1337-1350.
  • Sykes, T. A. & Venkatesh, V. (2017), “Explaining Post-Implementation Employee System Use And Job Performance: Impacts Of The Content And Source Of Social Network Ties”, Mis Quarterly, 41(3), pp. 917-936.
  • Trice, H., & Morand, D. (1991), Organisational Subculture and Countercultures. In G. Miller (Ed.), Studies in Organisational Sociology ( s. 45–69). Greenwich, CT: JAI Press.
  • Tseng, Y. F. & Lee, T. Z. (2009), Comparing Appropriate Decision Support of Human Resource Practices on Organizational Performance with DEA/AHP Model, Expert Systems with Applications, 36, s. 6548–6558.
  • Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85(1), 132–142.
  • Wang, D. S., & Shyu, C. L. (2003). The impact of organizational culture and knowledge sharing motivation on knowledge sharing. Sun Yat-Sen Management Review, 11(3), 409–431.
  • Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601–617.
  • Wu, C.-H.; Chen, I.-S. & Chen, J.-C. (2017), “A Study Into The Impact Of Employee Wellness And Job Satisfaction On Job Performance”, International Journal Of Organizational Innovation, 10(2), ss.252-269.
There are 82 citations in total.

Details

Primary Language English
Journal Section Makaleler
Authors

Emine Özlem Köroğlu 0000-0001-6710-3790

Abdullah Çalışkan 0000-0001-5746-8550

Early Pub Date October 21, 2022
Publication Date October 21, 2022
Submission Date September 22, 2022
Published in Issue Year 2022Volume: 7 Issue: 2

Cite

APA Köroğlu, E. Ö., & Çalışkan, A. (2022). THE EFFECT OF DEVELOPMENT CULTURE AND RATIONAL SUB-CULTURES ON WORK PERFORMANCE, THE MEDIATING ROLE OF OPENNESS TOWARD ORGANIZATIONAL CHANGE. Türk Sosyal Bilimler Araştırmaları Dergisi, 7(2), 101-117.