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Dr. Emir Ozeren is an Associate Professor of organisation studies and currently acting as an Associate Dean in the Faculty of Tourism at Dokuz Eylul University, Turkey. He holds his PhD with “excellent cum laude” from the University of Rome “Tor Vergata”, Italy. He did post-doc studies at the Southampton Business School and he has been affiliated as a member of the research group in the Centre for Inclusive and Sustainable Entrepreneurship and Innovation (CISEI) at the University of Southampton, UK. Dr.Emir Ozeren has published widely on comparative and interdisciplinary aspects of gender, queer and LGBTIQ+ issues in organisations. His current research interests include equality, diversity, inclusion at work, critical management studies, organisation behaviour, social entrepreneurship and sustainability (SDGs), sociology of work and qualitative research methods. His research has appeared in a number of scholarly outlets including the Journal of Organizational Behavior, Journal of Services Marketing, Journal of Organizational Change Management.
This study aims to understand the role of the leadership styles of Turkish President Recep Tayyip Erdogan and German Chancellor Angela Merkel in European Union-Turkey relations by conducting a Leadership Trait Analysis (LTA), which takes into account the leaders’ personalities in foreign policy. The article makes use of the verbal records of the two leaders regarding the bilateral relations between their countries and the European Union. The results unveil that the two leaders’ personal characteristics bear similarities to a considerable extent; i.e., both leaders are sceptical in inter-personal relations, discernibly intuitive, self-confident and so forth. The study suggests that those personal traits of the leaders which have occasionally outweighed crude rationality have been some of the important factors enabling the sustainability of relations between Turkey and the EU against all odds.
Erdi Kutlu; Çağdaş Cengiz; Murat Necip Arman; Emir Ozeren. Understanding the Role of Leadership Styles of Erdogan and Merkel in Sustainability of Turkey-European Union Relations: A Leadership Trait Analysis. Sustainability 2021, 13, 9258 .
AMA StyleErdi Kutlu, Çağdaş Cengiz, Murat Necip Arman, Emir Ozeren. Understanding the Role of Leadership Styles of Erdogan and Merkel in Sustainability of Turkey-European Union Relations: A Leadership Trait Analysis. Sustainability. 2021; 13 (16):9258.
Chicago/Turabian StyleErdi Kutlu; Çağdaş Cengiz; Murat Necip Arman; Emir Ozeren. 2021. "Understanding the Role of Leadership Styles of Erdogan and Merkel in Sustainability of Turkey-European Union Relations: A Leadership Trait Analysis." Sustainability 13, no. 16: 9258.
Employee silence, the withholding of work‐related ideas, questions, or concerns from someone who could effect change, has been proposed to hamper individual and collective learning as well as the detection of errors and unethical behaviors in many areas of the world. To facilitate cross‐cultural research, we validated an instrument measuring four employee silence motives (i.e., silence based on fear, resignation, prosocial, and selfish motives) in 21 languages. Across 33 countries (N = 8,222) representing diverse cultural clusters, the instrument shows good psychometric properties (i.e., internal reliabilities, factor structure, measurement invariance). Results further revealed similarities and differences in the prevalence of silence motives between countries, but did not necessarily support cultural stereotypes. To explore the role of culture for silence, we examined relationships of silence motives with the societal practices cultural dimensions from the GLOBE Program. We found relationships between silence motives and power distance, institutional collectivism, and uncertainty avoidance. Overall, the findings suggest that relationships between silence and cultural dimensions are more complex than commonly assumed. We discuss the explanatory power of nations as (cultural) units of analysis, our social scientific approach, the predictive value of cultural dimensions, and opportunities to extend silence research geographically, methodologically, and conceptually.
Michael Knoll; Martin Götz; Elisa Adriasola; Amer Ali Al‐Atwi; Alicia Arenas; Kokou A. Atitsogbe; Stephen Barrett; Anindo Bhattacharjee; Norman D. Blanco C.; Sabina Bogilović; Grégoire Bollmann; Janine Bosak; Cagri Bulut; Madeline Carter; Matej Černe; Susanna L. M. Chui; Donatella Di Marco; Gesa S. Duden; Vicki Elsey; Makoto Fujimura; Paola Gatti; Chiara Ghislieri; Steffen R. Giessner; Kenta Hino; Joeri Hofmans; Thomas S. Jønsson; Pazambadi Kazimna; Kevin B. Lowe; Juliana Malagón; Hassan Mohebbi; Anthony Montgomery; Lucas Monzani; Anne Nederveen Pieterse; Muhammed Ngoma; Emir Ozeren; Deirdre O'Shea; Christina Lundsgaard Ottsen; Jennifer Pickett; Anna A. Rangkuti; Sylwiusz Retowski; Farzad Sattari Ardabili; Razia Shaukat; Silvia A. Silva; Ana Šimunić; Niklas K. Steffens; Faniya Sultanova; Daria Szücs; Susana M. Tavares; Arun Tipandjan; Rolf van Dick; Dimitri Vasiljevic; Sut I. Wong; Hannes Zacher. International differences in employee silence motives: Scale validation, prevalence, and relationships with culture characteristics across 33 countries. Journal of Organizational Behavior 2021, 42, 619 -648.
AMA StyleMichael Knoll, Martin Götz, Elisa Adriasola, Amer Ali Al‐Atwi, Alicia Arenas, Kokou A. Atitsogbe, Stephen Barrett, Anindo Bhattacharjee, Norman D. Blanco C., Sabina Bogilović, Grégoire Bollmann, Janine Bosak, Cagri Bulut, Madeline Carter, Matej Černe, Susanna L. M. Chui, Donatella Di Marco, Gesa S. Duden, Vicki Elsey, Makoto Fujimura, Paola Gatti, Chiara Ghislieri, Steffen R. Giessner, Kenta Hino, Joeri Hofmans, Thomas S. Jønsson, Pazambadi Kazimna, Kevin B. Lowe, Juliana Malagón, Hassan Mohebbi, Anthony Montgomery, Lucas Monzani, Anne Nederveen Pieterse, Muhammed Ngoma, Emir Ozeren, Deirdre O'Shea, Christina Lundsgaard Ottsen, Jennifer Pickett, Anna A. Rangkuti, Sylwiusz Retowski, Farzad Sattari Ardabili, Razia Shaukat, Silvia A. Silva, Ana Šimunić, Niklas K. Steffens, Faniya Sultanova, Daria Szücs, Susana M. Tavares, Arun Tipandjan, Rolf van Dick, Dimitri Vasiljevic, Sut I. Wong, Hannes Zacher. International differences in employee silence motives: Scale validation, prevalence, and relationships with culture characteristics across 33 countries. Journal of Organizational Behavior. 2021; 42 (5):619-648.
Chicago/Turabian StyleMichael Knoll; Martin Götz; Elisa Adriasola; Amer Ali Al‐Atwi; Alicia Arenas; Kokou A. Atitsogbe; Stephen Barrett; Anindo Bhattacharjee; Norman D. Blanco C.; Sabina Bogilović; Grégoire Bollmann; Janine Bosak; Cagri Bulut; Madeline Carter; Matej Černe; Susanna L. M. Chui; Donatella Di Marco; Gesa S. Duden; Vicki Elsey; Makoto Fujimura; Paola Gatti; Chiara Ghislieri; Steffen R. Giessner; Kenta Hino; Joeri Hofmans; Thomas S. Jønsson; Pazambadi Kazimna; Kevin B. Lowe; Juliana Malagón; Hassan Mohebbi; Anthony Montgomery; Lucas Monzani; Anne Nederveen Pieterse; Muhammed Ngoma; Emir Ozeren; Deirdre O'Shea; Christina Lundsgaard Ottsen; Jennifer Pickett; Anna A. Rangkuti; Sylwiusz Retowski; Farzad Sattari Ardabili; Razia Shaukat; Silvia A. Silva; Ana Šimunić; Niklas K. Steffens; Faniya Sultanova; Daria Szücs; Susana M. Tavares; Arun Tipandjan; Rolf van Dick; Dimitri Vasiljevic; Sut I. Wong; Hannes Zacher. 2021. "International differences in employee silence motives: Scale validation, prevalence, and relationships with culture characteristics across 33 countries." Journal of Organizational Behavior 42, no. 5: 619-648.
The aim of the study is to investigate the relationship between teachers’ perception of school principals’ motivating language and teachers’ self-efficacy mediated by the cultural context. School principals’ linguistic communication skills are critical to sustain the motivation of teachers and their self-efficacy. Motivating language theory (MLT), on which this study is based, provides a model that helps us understand how the language, more precisely, the speech acts, used by school principals have an impact on teachers’ self-efficacy. A survey method was employed with 252 teachers through convenience sampling. The teachers’ mean age was 34.87 (SD = 9.22) years, and the average length of service was 11.72 (SD = 9.42) years. The results showed that school principals’ use of motivating language was significantly and positively associated with teachers’ self-efficacy (b = 0.10, p < 0.000). The low-context culture was found to have a full mediating effect in this relationship (b = 0.04, t = 3.1771, p < 0.000). The findings contribute to leader communication theory by highlighting a particular emphasis on the language school principals use to motivate teachers.
Emir Ozeren; Aykut Arslan; Serdar Yener; Andrea Appolloni. The Predictive Effect of Teachers’ Perception of School Principals’ Motivating Language on Teachers’ Self-Efficacy via a Cultural Context. Sustainability 2020, 12, 8830 .
AMA StyleEmir Ozeren, Aykut Arslan, Serdar Yener, Andrea Appolloni. The Predictive Effect of Teachers’ Perception of School Principals’ Motivating Language on Teachers’ Self-Efficacy via a Cultural Context. Sustainability. 2020; 12 (21):8830.
Chicago/Turabian StyleEmir Ozeren; Aykut Arslan; Serdar Yener; Andrea Appolloni. 2020. "The Predictive Effect of Teachers’ Perception of School Principals’ Motivating Language on Teachers’ Self-Efficacy via a Cultural Context." Sustainability 12, no. 21: 8830.
Purpose Social entrepreneurs innovatively exploit opportunities and create, in this way, social change and value by bringing together different resources to meet social needs and solve social problems. To achieve this, given their limited size and financial resources, the personal ties and social networks that social entrepreneurs build in this process play a crucial role in developing relationships and enabling their ventures to succeed. The purpose of this paper is to examine the role of network processes in innovative activities carried out by social entrepreneurs and to stress the importance of network processes rather than network structure/design for social innovation. Design/methodology/approach “Çöp(m)adam” (Garbage Ladies), a social development project and business in Ayvalik, Turkey (which aims to provide opportunities for women who have never had the chance to work and earn regular salaries in the course of their lifetimes), was explored qualitatively as a case study within the framework of the network orchestration theory. In-depth, semi-structured interviews and observations were conducted. Relevant documents about Çöp(m)adam were also collected at the time of the interview to provide the triangulation of reference material for thematic analysis and post-research inquiry. Findings It has been found that Çöp(m)adam dynamically manages the network process in the course of realizing social innovation and builds a win-win environment that creates value both for the future of the social enterprise and for all the actors in the network by integrating the relationships among the actors it is in a relationship with. Originality/value In contrast to traditional studies dealing with the network theory, this research focuses on network processes rather than network structure. Also, since the literature provides evidence for profit-based organizations, the study differentiates into two main reasons. First, the authors adopt a case study approach in social entrepreneurship for social value creation, and second, based on the case study, the authors provide a conceptual enrichment through proposing the sub-categories of knowledge mobility, innovation appropriability and network stability in orchestration processes. This paper seeks to broaden the existing understanding of how social entrepreneurial processes and innovative outcomes are shaped by social networks and orchestration processes in a network-centric innovation from the viewpoint of a hub/focal firm by undertaking research on a less examined type of enterprise and context – namely, a social entrepreneurial venture in Turkey.
Emir Ozeren; Omur Yasar Saatcioglu; Erhan Aydin. Creating social value through orchestration processes in innovation networks. Journal of Organizational Change Management 2018, 31, 1206 -1224.
AMA StyleEmir Ozeren, Omur Yasar Saatcioglu, Erhan Aydin. Creating social value through orchestration processes in innovation networks. Journal of Organizational Change Management. 2018; 31 (5):1206-1224.
Chicago/Turabian StyleEmir Ozeren; Omur Yasar Saatcioglu; Erhan Aydin. 2018. "Creating social value through orchestration processes in innovation networks." Journal of Organizational Change Management 31, no. 5: 1206-1224.
The study aims to contribute to the literature by empirically examining the relationship between small and medium sized enterprises’ (SMEs) mission statements and their performance in sustainable strategy formulation. Although it seems that there is a relatively vast amount of research with regard to mission statements of companies, very few studies have focused on the relationship between mission statements and performance. When these few studies are taken into consideration, it is difficult to reach any overall conclusion since their findings are mixed and inconclusive. To achieve this aim, 3034 SMEs operating in organized industrial zones in Turkey were examined via a survey approach. In order to investigate the relationships among the variables, nine categories of mission statements as independent variables and four performance indicators (financial, market, production, and overall) as dependent variables were analyzed through logistic regression. This study identified three mission components, (1) survival, growth, and profit; (2) philosophy and values; and (3) public image, as the common independent variables in explaining the performance of SMEs. Survival, growth, and profit is the most frequently observed mission component regardless of the subsector differentiation in the entire sample, which reflects the significance of business sustainability for SMEs in the Turkish manufacturing context. Besides, among all performance indicators, SMEs’ market performance was found to be the lowest when compared to other performance indicators (financial, production, overall). Although the firms were placed in different manufacturing subsectors, similar mission statements were highlighted so that the discourse similarity might be considered as evidence of isomorphism characteristics for SMEs.
Ethem Duygulu; Emir Ozeren; Pınar Işıldar; Andrea Appolloni. The Sustainable Strategy for Small and Medium Sized Enterprises: The Relationship between Mission Statements and Performance. Sustainability 2016, 8, 698 .
AMA StyleEthem Duygulu, Emir Ozeren, Pınar Işıldar, Andrea Appolloni. The Sustainable Strategy for Small and Medium Sized Enterprises: The Relationship between Mission Statements and Performance. Sustainability. 2016; 8 (7):698.
Chicago/Turabian StyleEthem Duygulu; Emir Ozeren; Pınar Işıldar; Andrea Appolloni. 2016. "The Sustainable Strategy for Small and Medium Sized Enterprises: The Relationship between Mission Statements and Performance." Sustainability 8, no. 7: 698.
The aim of this article is to identify the major themes of innovation culture within the context of R&D centres. The research question formulated for this purpose is: What are the aspects of corporate culture that can support building an innovation culture? To address this research question, qualitative exploratory research design was employed and focus group methodology was adopted. The research was conducted on 38 enterprises out of 127 with official R&D centre certification in Turkey. This paper contributes to the existing literature based on eight dimensions (knowledge sharing, learning and development, social networks and cooperation, allocation of free time, tolerance of mistakes, rewarding and incentive system, managing differences and teamwork) that captures the interface between corporate culture and innovativeness. A unique definition of innovation culture was also proposed.
Ethem Duygulu; Emir Ozeren; Demet Bagiran; Andrea Appolloni; Muge Mavisu. Gaining insight into innovation culture within the context of R&D centres in Turkey. International Journal of Entrepreneurship and Innovation Management 2015, 19, 117 .
AMA StyleEthem Duygulu, Emir Ozeren, Demet Bagiran, Andrea Appolloni, Muge Mavisu. Gaining insight into innovation culture within the context of R&D centres in Turkey. International Journal of Entrepreneurship and Innovation Management. 2015; 19 (1/2):117.
Chicago/Turabian StyleEthem Duygulu; Emir Ozeren; Demet Bagiran; Andrea Appolloni; Muge Mavisu. 2015. "Gaining insight into innovation culture within the context of R&D centres in Turkey." International Journal of Entrepreneurship and Innovation Management 19, no. 1/2: 117.
Today, knowledge is one of the main resources of organisations and effective management of knowledge is one of the major concerns that organisations face. Given this fact, the main purpose of this article is to examine the knowledge management (KM) practices of manufacturing industry organisations of the Aegean Free Zone in İzmir, Turkey by adopting a survey method. The findings show that there is an association between the practices in use, reasons for using these practices and lastly the benefits that the participant organisations gain. Organisational performance and competitiveness could be increased by using KM practices effectively. Although an organisation's size is not an obvious factor in KM usage, it was observed that the advantages of using KM practices in large sized organisations are either equal to or greater than those of small sized organisations.
Ege Oz; Andrea Appolloni; Muge Mavisu; Emir Ozeren. Knowledge management practices of manufacturing firms: a study from the Turkish Aegean Free Zone. International Journal of Intelligent Enterprise 2014, 2, 169 .
AMA StyleEge Oz, Andrea Appolloni, Muge Mavisu, Emir Ozeren. Knowledge management practices of manufacturing firms: a study from the Turkish Aegean Free Zone. International Journal of Intelligent Enterprise. 2014; 2 (2/3):169.
Chicago/Turabian StyleEge Oz; Andrea Appolloni; Muge Mavisu; Emir Ozeren. 2014. "Knowledge management practices of manufacturing firms: a study from the Turkish Aegean Free Zone." International Journal of Intelligent Enterprise 2, no. 2/3: 169.
When examining the literature of cross-cultural field holistically, it can be seen that the dominant paradigm in the literature is based on values. However, in recent decades there have been growing criticisms against values in explaining cultural differences adequately and thus a new cultural dimension, the so called “tightness–looseness” has, once again, come to the forefront. The beginning point of this research is based on the assumption that cultural tightness–looseness, defined as strength, importance, pervasive and binding of norms within a certain community, which was previously examined on a societal level, might also have significant implications within organizations. In this regard, the ultimate objective of the research is to examine the validity and reliability of the construct in Turkish and Italian marble industries using a comparative approach, while considering the cultural dimension of tightness–looseness at an organizational level and aiming to explore its relationship with organizational innovativeness empirically. The survey method has therefore been adopted. The results and implications of the study are discussed in greater detail and recommendations for future studies made.
Emir Ozeren; Omur Neczan Timurcanday Ozmen; Andrea Appolloni. The Relationship between Cultural Tightness–Looseness and Organizational Innovativeness: A Comparative Research into the Turkish and Italian Marble Industries. Transition Studies Review 2013, 19, 475 -492.
AMA StyleEmir Ozeren, Omur Neczan Timurcanday Ozmen, Andrea Appolloni. The Relationship between Cultural Tightness–Looseness and Organizational Innovativeness: A Comparative Research into the Turkish and Italian Marble Industries. Transition Studies Review. 2013; 19 (4):475-492.
Chicago/Turabian StyleEmir Ozeren; Omur Neczan Timurcanday Ozmen; Andrea Appolloni. 2013. "The Relationship between Cultural Tightness–Looseness and Organizational Innovativeness: A Comparative Research into the Turkish and Italian Marble Industries." Transition Studies Review 19, no. 4: 475-492.