E-government initiatives are extensively used around the world. In recent years, e-government applications have been widely used in Turkey to provide public services in electronic environment. Much of previous research on e-government adoption mainly concentrates on technology adoption in volitional environments and technology adoption in mandatory environments is lacking in previous literature. Thus, this study develops a technology acceptance model (TAM)-based model for a mandatory system in Turkish public institutions. The success of the theoretical model is tested on Sgb.Net system, the use of which is mandatory in Turkish public institutions. The constructs of the model are mandatory use, management support, training support, attitude, perceived usefulness, perceived ease of use and use. Empirical results reveal that the theoretical model can be used to measure mandatory technology use in e-government in Turkey and other countries.

With the advancements in information technologies and internet applications, electronic government (e-government) gained prominence among many governments around the world. As a developing country, in Turkey, e-government has been a priority subject

This study investigates the impact of digital leadership on employees' innovative work behavior and knowledge sharing behavior, with a particular focus on the mediating role of psychological ownership. The independent variable, digital leadership, is examined through its supportive and innovative sub-dimensions, while psychological ownership is explored through emotional and work-based ownership. The dependent variables are innovative work behavior and knowledge sharing behavior. To test the research model, eight sub-models were developed and analyzed using PLS-SEM. Mediation was assessed through the Variance Accounted For (VAF) metric. Data were collected from 287 managers and employees working in IT departments within technology parks located in Ankara, Türkiye. The results reveal that both supportive and innovative forms of digital leadership have a positive and statistically significant influence on employees' innovative behavior and knowledge sharing. However, a portion of this effect operates indirectly through psychological ownership.