This study analyzes the impact of organizational culture and empowerment on innovation capability, and examines the peculiarities of these effects. The study's hypotheses are tested by applying both individual and firm-level analyses to survey data collected from 743 employees from 93 small and medium-sized firms located in Turkey. For medium-sized enterprises on both the individual and firm level of analysis, results suggest that collectivism and uncertainty avoidance are positively associated with empowerment, whereas power distance is negatively related to empowerment. Assertiveness focus has no relations with empowerment and innovation capability, yet among cultural dimensions, only uncertainty avoidance is related to innovation capability. For small-sized enterprises, findings suggest that both power distance and uncertainty avoidance are linked to both empowerment and innovation capability on the individual level, whereas two new paths between collectivism and innovation capability and between assertiveness focus and empowerment are found on the firm level. Also, empowerment is found to be positively related to innovation capability for both small and medium-sized enterprises (SMEs) on both the individual and firm level. In terms of managerial practice, our study helps clarify the key role played by cultural dimensions in the process of shaping an empowering and innovative work environment. Findings also reveal that managers should focus on participative managerial practices (e.g., empowerment) to promote innovation capability of SMEs.Nigar Demircan Çakar is currently a full-time associate professor of management at Düzce University, Turkey.Alper Ertürk is currently a visiting associate professor (research fellow) of management at Düzce University, Turkey.

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Purpose -The purpose of this study is to explore the role of managerial communication, employee participation and trust in one's supervisor in enhancing openness to organizational change of Turkish employees. Design/methodology/approach -Data were collected via a structured questionnaire. A total of 878 employees from public organizations in Turkey participated in the study. The basic postulate of this study is that trust in one's supervisor will surpass the effects of managerial communication (i.e. task communication, career communication and communication responsiveness) and employee participation as they jointly influence employees' openness to organizational change. Findings -The results indicate that trust in one's supervisor fully mediates the relationship between managerial communication and openness to change, whereas it partially mediated the relationship between employee participation and openness to change of Turkish employees. Practical implications -This paper demonstrates that using a trust-based approach during change initiatives could be very effective for organizations in collectivist cultures like Turkey. Originality/value -This study contributes to the literature by investigating the combined effects of managerial communication, employee participation and openness to organizational change on employees' openness to organizational change in a different cultural context. Managerial and theoretical implications of research findings are also discussed.

The purpose of this study is to explore the role of high-involvement human resource (HR) practices, perceived organizational support (POS), leader-member exchange (LMX), and organizational trust in lessening turnover intentions of information technology (IT) professionals working in Turkish public organizations. A total of 197 IT professionals participated in the study. The results indicate that POS fully mediates the relationships from (a) participation in decision making, (b) information sharing, and (c) fair rewards to turnover intentions; and partially mediates the relationship between recognition and turnover intentions. Moreover, it is also found that LMX fully mediates the association between information sharing and turnover intentions; and partially mediates the relationship between recognition and turnover intentions. In addition, it is yielded that trust in organization moderates the relationship between POS and turnover intentions, whereas trust in supervisor moderates the relationship between LMX and turnover intentions.