Learning Organizations

The most important factor that protects organizations from solidifying is knowledge. In an organization, knowledge is produced by people and these people learn. However, learning alone is not sufficient for the success of the organization. For a lasting and sustainable process, organizational learning is required. The basic condition for the realization of organizational learning is the existence of an atmosphere that encourages individuals to learn. In the organizations that provide the necessary atmosphere for learning, both the individual's learning capacity increases, and learning as a team takes place in the organization. In this study, first, knowledge, knowledge types, individual learning, organizational learning, levels of learning, and learning organization concepts are covered. Second, different models for realizing the learning organization structure are narrated. Last, some examples from learning organization practices are mentioned.

Analysis of the Customer-Based Efficiency at Workplace for Tourism Industry Using House of Quality

The aim of the study is to evaluate the customer expectations and workplace efficiency of tourism industry in the competitive market environment. For this purpose, house of quality is applied to measure the relative importance of the customer expectations and to rank the workplace efficiency based on customer needs using the fuzzy systems. A set of criteria for the customer expectations and workplace efficiency is defined with the supported literature to weight and rank the factors. Fuzzy DEMATEL is applied for weighting the criteria and fuzzy VIKOR is used for ranking the technical factors of competitive tourism industry. The findings show that tourism companies should mainly focus on designing services for the customers to use easily. In this context, website of the tourism companies should be redeveloped so that the users should understand all details regarding the tourism companies much easily. In addition, technological competency should be provided by the tourism companies to increase their competitive power.

Compulsory Citizenship Behavior and Organizational Commitment

Organizational citizenship behavior means the extra role behavior of employee that is not in the role description. Managers expect from employees to show organizational citizenship behavior for benefits to the organization. This expectation may become an obligation over time, and an employee can perceive managers and co-workers' expectations for extra role behavior as a compulsory that will affect an employee's organizational attitudes and behaviors. This study's aim is to investigate the relationship between compulsory citizenship behavior and organizational commitment and, the mediating role of leader-member exchange in Turkey's cultural context. The data were gathered from the 222 employees in a public organization by convenience sample method at two points in time. Regression-based path analyses were conducted to explore the relationship between the variables. According to the results, compulsory citizenship behavior had a negative effect on organizational commitment and leader-member exchange fully mediated this effect.

Friends or Foes

Organizations benefit from innovation development through new or improved products, processes, and systems that enable growth, superior performance, and higher adaptability to change in their external environment. This chapter introduces a study that examines organizational citizenship behaviors (OCBs) as voluntary acts with potential to support or limit innovation development processes such as idea generation, transformation, and knowledge sharing. The dynamic between organizational contexts, OCBs, and their role in fostering or inhibiting innovation development has been examined using a systematic review of evidence with a realist theoretical framework. Results show that dependent on various contextual characteristics, OCBs act as facilitators or inhibitors of processes that lead to innovative outcomes. Even when a growth strategy based on innovation is not actively pursued, some OCBs can enhance leaders' efforts to adapt their organizations to the external environment as long as they maintain a climate in which ideas can be voiced and transformed into innovative solutions.

Kano-Based Measurement of Customer Expectations in Retail Service Industry Using IT2 DEMATEL-QUALIFLEX

This study aims to analyze customer expectations in European retail banking industry. For this purpose, five different criteria are identified. Furthermore, IT2 FDEMATEL approach is used to weight these criteria. In addition, three different factors are also defined which have a negative influence on customer satisfaction. In this context, IT2 FQUALIFLEX approach is used to rank these three alternatives. In this process, Kano model-based evaluation factors are converted into the fuzzy numbers. The findings show that the most important problem to be solved to ensure customer expectations and satisfaction is the communication problems. Therefore, European retail banks should firstly focus on solving this problem to meet customer expectations and provide customer satisfaction. These banks should employ the necessary number of personnel to provide services in different channels, such as social media, mobile banking, telebanking. Moreover, these personnel should also be trained effectively to increase the quality of communication.

Constructive Conflict Resolution

The effective resolution of inevitable organizational conflicts has an important role in both individual and organizational output. In influencing and decision making, the impact of leaders is much more important than other employees, so leaders in the conflict resolution process play a critical role in organization. Naturally, the decision-making process is influenced by the personality of the leader. However, ineffective conflict resolution styles damage the fundamental values of the organization such as beliefs, trust, and a sense of belonging, all of which will occur in the organization as well as the numeric outputs of the organization. Although the concepts of conflict, personality, and leadership are often dealt with in the literature, there are few studies examining the relationship between a leader's personality traits and conflict resolution. At such an important point, the possible effects of the personality of the leader should be discussed both theoretically and empirically.

Strategic Human Resource Management

Human resource management has become an integral part of management with the basic aim of maintaining better human relations at work place through the application and evaluation of organizational policies and programs so as to utilize human resources in an optimized and effective manner. In this context, this chapter focuses keenly on the various domains centering around human resource management. Initially a detailed theoretical background regarding this construct has been presented followed by highlighting the components and objectives of strategizing human resource management. Lastly, the models and perspectives pertaining to strategic human resource management have also been discussed considering their application and relevance in modern-day organizations.

Transformational Leadership and Authentic Leadership as Practical Implications of Positive Organizational Psychology

A large body of evidence suggests that leadership can be learned, and followers may respond to such learned behavior positively. Indeed, motivation, engagement, health, and wellbeing of employees in an organisation depend on the quality of the managers to a great extent. In this context, managers need to be equipped with the skills and behaviors both to engage and to protect the health and wellbeing of their teams. In this chapter, the theoretical backgrounds of transformational leadership and authentic leadership are explained, and these theories are compared and contrasted with each other. It also discusses how these leadership theories might help to enhance positive psychological abilities and positive attitudes of both leaders and their followers, and how these leadership theories contribute to the development of the management-training programs.

Servant Leadership and Work-Related Quality of Life in Organizations

In today's business environment, employees' wellbeing and innovative work behaviors are popular. For this reason, antecedents of positive outcomes engage the attention of scholars. This study analyzes the relations between servant leadership, trust in leader, and work-related quality of life. It also explores the mediation role of trust in leader in the relationship between servant leadership and work-related quality of life. Findings of the study show that trust in leader has a mediator role in the relationship between servant leadership and work-related quality of life.

Servant Leadership Within the Context of Organizational Efficacy

Notwithstanding the proliferation of studies on servant leadership in the last decades, there is still a lack of coherence and clarity around the concept, its nature, and how it can lead practice within organizational structures and processes. The authors provide an integrative and comprehensive discussion on servant leadership by examining the related literature, and in so doing expand knowledge in the field in four different ways. First, they provide an introduction describing the change in paradigms of management, followed by a brief evaluation of leadership. Second, they discuss the developmental process of servant leadership throughout decades. Third, they map various definitions and dimensions of servant leadership and different approaches towards the concept. Fourth, they provide discussion on the role of servant leadership approach within organizational structures. All in all, this review presents a holistic picture of where attempts have been and where they should go into the future in terms of conceptualization of servant leadership and its application within organizational structures.