Organizational voice described as employees' attitude of expressing their opinions to influence organizational activities reluctantly has three varieties of "acquiescent voice" including acquiescence behaviour relying on submission; "defensive voice" including self-defence behaviour because of a certain fear; and "prosocial voice" behaviour toward others relying on cooperation; and these varieties differentiate according to the motives underneath of organizational voice. In the present study, it was investigated whether organizational voice behaviour and varieties of organizational voice behaviour significant origin of organizational change and development exhibit significant difference according to the demographical variables, or not. To that end, a survey study was conducted on the white-collar employees of the Denizli City companies ranked in the ISO 500 list. In the analysis of data collected from 202 white-collar employees, T-Test and ANOVA methods were employed. As a result of these analyses, it was revealed that organizational voice behaviour varieties displayed by employees were not significantly correlated with any demographical variable statistically.

Learning organizations and internal entrepreneurship are among the most important concepts for the organizations who are struggling to survive in the long term through achieving sustainable competency advantage. In this study these two concepts, which allow organizations to be dynamic to adapt change and development, are handled with their dimensions and analyzed for the sample. In addition, the effect of learning organizations concept, which is defined as the ability of an organization to learn from experiences and apply this knowledge to changing environment conditions systematically, on internal entrepreneurship, which means entrepreneurial activity inside the organization. According to the descriptive analysis results; the employees in the sample perceive their organizations as learning organizations in high level; and internal entrepreneurial activities are found to be high. Regression analysis is utilized to test the research model, and the results imply that if an organization is perceived as a learning organization, the internal entrepreneurship activities in the organization display an increase.

People’s sector is an establishment of an enterprise result of bringing together production tools take decisions related to the management of this property and create self-employment opportunities with people’s own savings. This is the most distinctive feature from the private sector and the public sector. As well as the public sector and the private sector, labor is a part of the production, but in people’s sector, employees participate in management, capital and profit. In private sector and public sector there is an up to down organization but in People’s Sector, organization settles from down to top. People’s Sector resemble to publicly held companies and worker companies in Western Europe and United States but differ from them in the form of establishment and statue of partnership. Because in these companies in the West, government or private sector open shares to public or make workers partner to the shares. In these companies, managerial decisions belong to the person or group that holds most of the shares. Whereas in public sector enterprises, people come together and have equal rights in establishment and management of the enterprise, without any person or group keeping the majority of shares in the hand. Without a precedent in the world, this sector is formed in 1970’s with the savings of the workers went from Turkey to Germany and other European countries. In this study, a literature rewiev in the people’s sector has been made, then exemplary research was carried out by the founders of the two People’s sector companies.

The life-style differences among societies are highly related to the quality level of created culture. Developed Western civilizations has created a high-level culture depending on rational thinking and qualified knowledge. This high-level culture is the back-bone of Western civilizations; and entrepreneurial activities are one of the most effective social behavior style of this culture. The recent and paced cultural changes in societies which have not succeeded in development and modernization created an unqualified postmodern culture in these societies. The dominant behavior styles of postmodern culture are behavioral discrepancies and a common hypocrisy. Postmodern culture actually inhibits entrepreneurship behavior. In this context, Y-Generation, which is known as the after September 12 disturbance generation in Turkey, has great unconformity about entrepreneurship. Y-Generation, while pretending to support entrepreneurship in expression and image, fail in action.

Community entrepreneurship is a kind of entrepreneurial activity for common utilities that is carried out in cooperation with members of that community. Both entrepreneur and enterprise function together for the well being of community members in this kind of entrepreneurship sense since the main aim of community entrepreneurship is contribution to regional economy and social growth. Nevertheless, existence of community entrepreneurship can be possible in the light of an entrepreneurial leader rising from the community. Community entrepreneurship is seen as more essential for developing countries as rising of such countries is possible from below to top. Since entrepreneurs, who has intention to community entrepreneurship, obtain required capital in a different way than the traditional understanding of entrepreneurship. In this way, local people who normally do not prefer to invest in a private enterprise, are convinced to invest in a community enterprise. There are many examples of community entrepreneurship with established businesses in the context of people's sector in Denizli. Babadaglılar Office Block was organized as a model form of community entrepreneurship with the leadership of Kazım Kaynak in 1976. Even though, that was founded in order to market commodities of producers and sellers from Babadag, today, it is an office block in which sellers from Denizli come together to sell textile products usually made in Denizli. Within this scope, interview method is preferred as a research methodology. Interviews were done with Kazım Kaynak’s son and Office Block manager. They told how Babadag Office Block emerged and how still operated.