Browsing by Author "Varoglu, Demet"

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A Critical Review of Implicit Leadership Theory on the Validity of Organizational Actor-National Culture Fitness
(2017) Ozturk, Alperen; Varoglu, M. Abdulkadir; Varoglu, Demet; R-6466-2019; R-6466-2019
According to implicit leadership literature, actor-national culture fitness is a necessity to be labeled as a leader. However, studies which focus on implicit leadership theory and national culture have some contradictory findings. A systematic review of these studies reveals that participants could score high on opposite implicit leadership values and a sufficient theoretical explanation for these surprising results have not been given so far. This paper argues that showing full harmony with the cultural expectations of followers is not a necessity to be seen as a leader. Actors who can fill the cultural gap with their different cultural values can also be labeled as leaders. This paper contends that organizational actors with cultural values differing from those of the followers with certain cultural orientations are more likely to be labeled as leaders. People from individualistic societies may be more prone to label 'team oriented leadership' dimension as their outstanding leadership prototype whereas people from masculine societies may show 'humane oriented leadership' as their outstanding leadership prototype. (C) AIMI Journals
Human or Social Resources Management: Which Conditions Force HR Departments to Select the Right Employees for Organizational Social Capital?
(2016) Sozen, H. Cenk; Varoglu, Demet; Yeloglu, H. Okan; Basim, H. Nejat; https://orcid.org/0000-0001-9423-9503; https://orcid.org/0000-0002-2605-9962; AFW-3265-2022; L-1624-2017
This study examines in which cases organizations tend to form social capital, and explores how such attitude affects their recruitment strategies. This countrywide research project covering 158 firms located in 18 different cities was conducted to understand and to identify the variables which increase organizations' tendency to form social capital. A mixed methodological approach was adopted to reveal relationships between variables. The results show that dependency to state and suppliers, environmental uncertainty, rate of tenured staff in organizations, ownership status, conduct of HR activities by other departments or units and educational level of HR staff increase organizations' tendency to form social capital. Besides, it was found that organizational age, outsourcing of HR activities and centralized HR departments are negatively associated with social capital.
Information Sharing in Multinational Peacekeeping Operations
(2017) Sigri, Unsal; Varoglu, A. Kadir; Basar, Ufuk; Varoglu, Demet; 0000-0002-8870-7398; 0000-0003-0008-5131; 0000-0001-9423-9503; ADV-8340-2022; J-2510-2016; AFW-3265-2022
Information sharing can be difficult in multinational coalitions because different cultures introduce different languages, norms, national interests, and even different leadership styles. One approach to bridging the cultural divide is creating a hybrid work culture formed from the cultures that compose the coalition. The big question is how this hybrid culture can be brought about. In this chapter, we argue, first, that pre-deployment training in foreign languages, soft skills, common meetings, and an overarching ideology facilitate a hybrid culture and thus effective information sharing. Second, we propose that one of the most important "soft skills" needed to bridge cultural difference is the willingness and the ability of individual members of different cultures to engage in negotiation. We support our contention with a case study of peacekeepers' perceptions of the challenges with information sharing and collaboration in building a hybrid organizational culture.