Studies on leadership have been overwhelmingly focused on the positive aspects of leadership, and tried to reach certain conclusions on the positive effects of leadership in organizations. However, the dark side of leadership has been ignored. Those negative leadership styles in general, toxic leadership, in particular, may have extremely negative effects on organizations, which have the potential to overshadow the effects of positive leadership. Toxic leadership can create a decrease in workplace performance, productivity, and output, as well as its remarkable negative reflections on employees. So, examining the outputs of toxic leadership is inevitable. In this paper, we aim to examine the consequences of toxic leaders on employees by a quantitative search on the finance industry.

Today’s organizations increasingly recognize the fact that employees and employee performance are essential intangible assets that should be effectively managed. Affective commitment (AC) is a widely recognized antecedent of sustainable job performance. However, achieving AC has become a great challenge in general and has been especially difficult since the beginning of the pandemic because almost all companies asked their employees to stay at home and work remotely in an isolated manner. Today, many different generations work side by side, contrary to the past, when generational mixing was very rare. Many differences exist among these employee generations, which determine their feelings towards authority and organization. Accordingly, this paper aims to clarify generational differences in the interrelationships among AC and sustainable job performance between Gen X and Gen Y employees. As remote working structure limits the interactions that employees have with their supervisor, fellow employees, and the organization, we decided to use the foci of commitment: affective commitment to the organization, affective commitment to the supervisor, and affective commitment to coworkers. Based on data from 416 post-graduates of Beykent University and using the PLS-SEM technique, we find that commitment to the supervisor and commitment to the organization are positively associated with job performance. Moreover, the findings reveal that the impact of the relationship between commitment to the supervisor and job performance is weaker for Gen Y than for Gen X.

As the competitive business landscape has dramatically changed in the past ten to fifteen years, firms have to face the fact that they should take the necessary steps to decrease the fixed costs and increase the quality for the long-term success and survival. Accordingly, the logistics in general, for the manufacturing companies in particular, becomes more and more important. Numerous companies, providing outsource services such as logistics, have emerged to answer this growing demand. Accordingly, in this study, we aim to reveal the effects of Outsourcing In Logistics Services (OILS) on firm competitiveness and success through Semi-structured interviews conducted on the logistics managers of 7 companies. The findings mainly demonstrate that; i) Companies attach a great deal of importance on OILS and ii) OILS contribute obtaining and sustaining competitive advantage which ultimately results in superior performance.

The globalization of the world brings lots of interferences and relationships for the firms to have competitive advantage. As the logistics services has a very important role for both reducing the direct costs and the customer satisfaction, Supply Chain Management increases its importance by the large area of its effect for both inbound and outbound processes of logistics. R-D is also very critical for the firms to sustain themselves in the age of competition. The customers always desires the best and the most brand-new products on the cheapest price. So examining the relationship between these two very important factors is inevitable. In this paper, it is examined that what is the reflections of supply chain management practices on R-D.