Yazar "Sendogdu, A. Aslan" seçeneğine göre listele

Listeleniyor 1 - 2 / 2
  • Küçük Resim Yok
    Öğe
    Investigation of the Effects of Strategic Leadership on Strategic Change and Innovativeness of SMEs in a Perceived Environmental Uncertainity
    (ELSEVIER SCIENCE BV, 2011) Aslan, Sebnem; Diken, Ahmet; Sendogdu, A. Aslan
    There is an extended literature on leadership adequateness since 1980s. One of the assumptions on adequateness is strategic leadership. Acting strategic stands out as a competent of leadership in many theories and hypothesis. The main purpose of this paper, subject to three dimensions of strategic leadership, investigating the strategic leadership fact of SMEs in Konya province of Turkey industrial zone. Besides, investigation of the effects of strategic leadership on SMEs' organizational change and innovativeness in a perceived environmental uncertainty is aimed. Accordingly, Bass & Avalio's (1985) transformational, transactional leadership scale is used with regard to strategic leadership (Multifactor Leadership Questionnaire: MLQ). Separately, "Perceived Environmental Uncertainty Scale" developed by Waldman & Ark (2001) depending upon the study of Khandwalla (1976), "Strategic Change Scale" of Waldman, Javidan & Varella (2004) and "Vision Development" and "Innovativeness" scales of Elenkov, Judge & Wright are used. The validity and reliability of these scales are tested. Finally, some questions are added to the scale questions in order to determine the socio demographic features of employees. Separately, depending upon Kocel (2008), managers are asked to categorize their plans from most to the least related to their work (daily, 1 week later, one month later, 36 months later, one year later, two years later, 3-4 years later and 5-10 years later) and by this means, the planning scope of manager is evaluated. In this study, descriptive statistics are applied on the findings. In internal consistency of the scale, item total correlation and Cronbach Alpha reliability coefficient are used. Construct validity of the developed scale is controlled with the confirmatory factor analysis and path analyzing with Lisrel 8 programme. As a result of study, it is seen that transformational strategic leadership through environmental uncertainty perception effects the strategic change and innovativeness significantly. On the other hand, strategic vision improvement through environmental uncertainty perception also has a significant effect on strategic change and innovativeness. Transactional leadership appropriate for management has no significant relation. In addition, the results of the study indicates that the scope of the strategic management of the largest portion of participants' preferences is creating over 5-10 years, respectively 1 week later and 1 month later are given as the planning horizon.
  • Küçük Resim Yok
    Öğe
    The relationship between human resource management practices and organizational commitment: A field study
    (ELSEVIER SCIENCE BV, 2013) Sendogdu, A. Aslan; Kocabacak, Ayse; Guven, Sukru
    To begin \Nith, of the most important factors that affect the operational performance of the companies is the human resources. Therefore, the development of organizational commitment needs effective human resource management practices. In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance. The current study is intended to provide analysis of the relationships between HRM practices and organizational commitment in companies which operate in the province of Konya /Turkey. From various previous studies, 56 IIRM practices items were adopted for this study. These include "manufacturing and human resources fit, behavior and attitude, team activities, interaction facilitation, incentives to meet objectives, training on job skills, training in multiple functions, communication of strategy, feedback on performance". In this study, Pfeffer (1998)'s scale of human resources management practices and Mowday & Steers (1979)'s organizational commitment scale, Ahmad, & Schroeder (2003) version were used. Data was analyzed using descriptive statistics to project the respondents' profiles as well as the general patterns of the variations in the HRM variables and organizational commitment. Correlations and multiple regression, statistic regression analysis were used to explore the relationship between the variables involved in the study. As a result of analysis of the findings from top, middle and, the first-tier managers (n=169) except for "training on job skills". It was found that there was a strong and statistically positive significant relationship between other HRM variables and organizational commitment. The findings of the study provide support for the variables concerned and are confirmed by the results of the previous studies.