This study investigates the growing phenomenon of cybersecurity fatigue and its implications for employee productivity and mental health in the high-demand sectors of information technology (IT), finance, healthcare and education. Utilizing a quantitative research methodology, the study surveyed 351 employees from these industries to analyze the relationships between cybersecurity fatigue, work efficiency, and mental health indicators, including stress and anxiety. The findings highlight cybersecurity fatigue as a significant factor contributing to burnout, reduced productivity, and increased psychological strain. Structural Equation Modeling (SEM) demonstrates the moderating effects of digital detox initiatives and mental health support strategies in mitigating fatigue and improving employee well-being and organizational performance. This research addresses a critical gap by focusing on the human dimensions of cybersecurity management and offers practical recommendations for simplifying protocols and fostering resilience. The study provides actionable insights for organizations operating under stringent cybersecurity requirements, enabling them to enhance employee satisfaction and performance.

This article investigates the influence of Hofstede's six cultural dimensions on job satisfaction among African expatriates working in Turkey. The study specifically focuses on the dimensions of Indulgence-Restraint, Individualism-Collectivism, Uncertainty Avoidance, Masculinity-Femininity, Power Distance, and Long-Short term orientation. A hierarchical regression model was employed to analyse the data collected through a survey questionnaire administered to legally employed African individuals from Ghana, Nigeria, South Africa, and Ethiopia. Results revealed that all five dimensions—Indulgence-Restraint, Individualism-Collectivism, Uncertainty Avoidance, Masculinity-Femininity, and Power Distance—displayed a significant relationship with job satisfaction. These dimensions exerted varying degrees of influence on job satisfaction, suggesting that cultural factors significantly influence the overall job satisfaction levels of African expatriates in Turkey. However, it is worth noting that no significant relationship was found between Long-Short term orientation and job satisfaction among the participants. This implies that this particular dimension may not play a prominent role in influencing job satisfaction among the surveyed African expatriates. The findings contribute to the existing body of knowledge on the intersection of cultural dimensions and job satisfaction, specifically within the context of African expatriates in Turkey. The results highlight the importance of understanding and considering cultural factors when examining job satisfaction levels among individuals from different cultural backgrounds.

The question of why some organizations cannot achieve successful transformation despite having sufficient technological resources and infrastructure is multidimensional and complex. If we add to this question why some organizations cannot achieve digital innovation despite successfully implementing digital transformation into their business processes, we can conclude that an invisible element in organizations is used strategically incorrectly or erroneously. This study argues that this invisible strategic component is digital mindset and examines it in terms of leaders, employees, and the collective mindset of the organization, culture. In this conceptual research, digital leadership and culture have been taken as a domain and mindsets as a method to understand invisible components of success and/or failure. With this approach, two studies that have made significant contributions to digital mindset studies, Lankshear and Knobel's (2006) and Solberg et al. (2020), were taken as reference points and delved into. Digital mindsets have been examined in two different analyze level: business mindset and individual mindset at the organizational level. Firstly, this study examines two primary digital mindsets (Lankshear and Knobel, 2006)—Mindset 1 and Mindset 2—offering contrasting views on social relations, value creation, production, expertise, and intelligence. Secondly, it examines the digital mindsets, which Solberg et al. (2020) divided into four (Fixed/Zero-Sum, Fixed/Expandable-Sum, Growth/Zero-Sum, and Growth/Expandable-Sum), as a strategic tool that operates with two different mechanisms, from culture to employee and from employee to culture, in order to create and implement a successful digital transformation strategy in organizations. Although the literature highlights some aspects of digital leadership, digital transformation and technology selection strategy, and digital organizational culture, there is not yet sufficient knowledge to see their relationship with the digital mindset in a holistic way. Addressing this gap will provide insights into the interaction between leadership, culture, employee mindset, and digital technology strategy success, ultimately contributing to more holistic and effective digital transformation practices. This research contributes to the literature with two aspects of the model it proposes. First, it draws attention to the importance of the leader's mindset in terms of strategic horizon. Second, it provides a framework for the leader to develop different strategies, policies and practices according to the differences in the digital mindsets of the employees. It is aimed to develop a strategic perspective for the digital mindset, which is associated with different individual and organizational dimensions in the literature as an element of culture.

Termodinamik yasaları doğa bilimlerinin en temel ve sarsılmaz yasalarıdır. Sosyal sistemler de doğa sistemleri gibi termodinamiğin ikinci yasası olan entropiye maruz kalmaktadır. Entropi, doğa bilimlerinde kendiliğinden gerçekleşen şeylerin evrendeki düzensizliği artırdığını ifade etmektedir. Sosyal bilimlerde ise genellikle bir amaç etrafında, bilinçli oluşturulmuş yapılar ve bu yapılar arasında enerji ve bilgi akışını kolaylaştıran süreçlerle entropiye karşı koyabilen mekanizmalar oluşturabilirler. Örgütler insanlara amaçla bir yön vererek, enerjilerini ve zamanlarını üretime dönüştürerek, ön görülebilir davranış örüntüleriyle belirsizliği azaltarak bir düzen oluştururlar. Ancak örgütler de tüm sistemler gibi entropiden kaçamazlar. Araştırmanın amacı örgütlerde düzeni oluşturan unsurlar (amaç, yapı, iletişim-etkileşim-bilgi) üzerinden entropiyi artıran ve azaltan durumları örgütsel düzeyde tespit etmektir. Kavramsal düzeyde yapılmış bu araştırmada, örgütlerin entropisini artıran ve azaltan unsurlara ilişkin tümevarımsal hipotezler ileri sürülmüştür. Örgüt amaçlarının parçası olduğu üst sistemin amaçları ve alt sistemi olan çalışanların kişisel amaçlarının örtüşmemesi, resmileştirme, merkezileşme derecesi, hiyerarşik rol basamakların artması entropiyi artırmaktadır. Uzmanlaşma, standardizasyon, sistem içinde birbiriyle ilişkili yapıların etkileşiminden ve çevreyle etkileşiminden sağlıklı bilgi üretebilen ve bu bilgiyi yayabilen örgütlerin entropisi azalmaktadır. Örgütlerin entropisine ilişkin bu hipotezlerin makro analiz düzeyinde öngörülebilir sonuçlar üretme kapasitesi yüksektir. Ancak analiz düzeyi küçüldükçe örgütlerin karmaşıklık düzeyi arttığından deterministik kaos kuramları çerçevesinde sonuçlar farklılık gösterebilir.

Purpose: The purpose of this study is to examine the effects of technostress creating factors (creators) and inhibitors on the task productivity of employees. Method: In this study, the survey method, one of the quantitative research techniques, was used. The field application was conducted on academic and administrative staff of Fırat University (Elazıg). A total of 356 surveys suitable for data analysis were obtained. The data were analyzed in the SPSS statistics program. Findings: According to the regression analysis findings, the effect of technostress creators on task productivity is statistically non-significant, and technostress creators explain only 2% of the variance in task productivity. However, it was observed that techno-uncertainty, which is one of the factors contributing to technostress, had a significant effect. The effect of technostress inhibitors on task productivity was significant and explained 21% of the variance. It has also been found that job satisfaction had the highest effect among technostress inhibitors and continuance commitment did not have a significant effect. Originality: Studies in the literature mainly focus on the effects of technostress creators and inhibitors on motivation, burnout, productivity and performance. Our research examines the effects of technostress creators and inhibitors on task productivity.

This study examines how ambiguity shapes managerial subjective value and decision commitment and evaluates a Behaviorally Calibrated Fuzzy Subjective-Value (BCFSV) representation of ambiguity responses. In a repeated-measures 2 × 2 experiment crossing risk versus ambiguity with gain versus loss framing, 525 working adults completed 12 managerial decision scenarios, yielding 6300 trial-level observations. An independent pilot (N = 42; 504 trials) was used to calibrate the fuzzy hesitation/ambiguity-response term (π) against normalized perceived ambiguity using ambiguity exposure, ambiguity width, intolerance of uncertainty, and their interaction. In the main sample, ambiguity increased perceived ambiguity and reduced the pre-choice subjective value of the uncertain option; the statistical indirect effect through perceived ambiguity was −0.405 (95% bootstrap CI [−0.439, −0.373]). Intolerance of uncertainty strengthened the ambiguity–perceived ambiguity relationship, and framing moderated the ambiguity–valuation relationship. The highest pre-choice subjective value across the two options predicted decision commitment and carried a significant indirect association between perceived ambiguity and commitment (−1.584, 95% bootstrap CI [−1.784, −1.391]). Decision confidence also predicted commitment, with a stronger confidence–commitment association among participants showing poorer Raw Brier calibration (b = 0.874, 95% CI [0.630, 1.119]). The pilot-calibrated π mapping generalized to the main sample (r = 0.620), but adding the BCFSV transformation to a same-information benchmark produced no detectable incremental predictive gain for choice or commitment. The findings indicate that ambiguity appraisal, individual differences, and framing shape valuation, while the confidence–commitment association was stronger among participants with poorer confidence calibration. BCFSV thus offers an interpretable, empirically calibrated representation of uncertainty rather than a predictively superior model.