Organizational culture plays a significant role in understanding organizational dynamics and it distinguishes the members of one organization from other people. In this regard; it is found out that an organization, which is able to maintain a strong and “preferred” culture, is likely to enjoy many benefits such as higher levels of performance, person-organization fit, commitment, job satisfaction and competitive advantage. Thus, the purpose of this study is to diagnose the culture of a pharmaceutical company, which is located in Turkey, and find out the “perceived” and “preferred” cultural profiles both in the headquarters and branches of the company. The perceived culture has been found as hierarchy whereas the preferred one has been found as clan leading to incongruence between the perceived and preferred cultural profiles. In this regard; the reasons lying behind this mismatch are discussed, as it is important for the success of the organization and person-organization fit. Hence, the influential effects of national culture on shaping the organizational culture profiles have been discussed. Furthermore, the effects of educational level and union membership on culture profiles are also explored to understand the dynamics leading to such results thoroughly. Santrauka Straipsnyje teigiama, kad organizacine kultura vaidina svarbu vaidmeni ir kad ji suprantama kaip dinamine sistema. Buvo nustatyta, kad organizacija, pasižyminti stipria ir „priimtina” kultura, gali megautis daugeliu pranašumu, tokiu kaip didesnis našumas, tinkamumas, isipareigojimai, pasitenkinimas darbu bei konkurencinis pranašumas. Taigi šio tyrimo tikslas—nustatyti farmacijos bendroviu, isikurusiu Turkijoje, kultur bei sužinoti „suvokiamos” ir „priimtinos” kulturos pobudi tiek centrinese bustinese, tiek ir ju filialuose.

The main purpose of this study was to diagnose the effects of leader-member exchange (LMX) quality on performance in the context of organizational and Turkish culture. The study was conducted in two family-owned businesses (FOBs), as they are very important structures in which in-group and out-group formations can be seen. Firm A (33 employees representing 41 dyads) and Firm B (61 employees representing 60 dyads) were especially chosen as they enabled us to apply the coding system leading to effective evaluation of surveys as the unit of analysis is “dyads”. In this framework, this study offers an important contribution to the international management literature as positive effects of LMX quality on firm performance, subordinate performance, intention to leave and job satisfaction were found within the context of organizational and Turkish culture. As the proportion of FOBs is almost 95% in Turkey, they represent Turkish economy and business culture well, leading to more generalizable results. Thus, firms can lead to increase in both subordinate and firm performance by creating an organizational culture in which high quality leader-member relationships are emphasized, finally leading to positive organizational outcomes.

ÖZETGünümüzde örgütlerin hayatta kalabilmeleri ve rekabetçi avantaj kazanabilmeleri sahip oldukları nitelikli insan kaynaklarına ve bu kaynakları ellerinde tutabilme düzeylerine bağlıdır. Geleneksel personel yönetiminden insan kaynakları yönetimine doğru gerçekleşen dönüşüm, hızla değişen çevresel koşullar karşısında yetersiz kalmaktadır. İşletmelerin tek başına uygulamaya koyduğu yapısal değişiklikler; işletmelerde köklü bir değişimin gerçekleştirilmesi ve işletmeye sürekliliğin kazandırılmasında yeterli olamamaktadır. Rekabette söz sahibi olabilmek, çağın gerisinde kalmamak ve en önemlisi hayatta kalmak için değişmek zorunda olan örgütler insan kaynaklarına stratejik perspektiften bakmak zorundadırlar. Nitekim bu kavramsal çalışmada stratejik insan kaynakları yönetimi kavramı ve kavrama ilişkin geliştirilen bakış açıları tartışılmaktadır. Stratejik insan kaynakları yönetiminin önem kazanmasıyla beraber gelişen yatay ve dikey uyum kavramları ve belirleyicileri de irdelenerek yazına katkıda bulunulmaya çalışılmaktadır.Anahtar Kelimeler: Stratejik İnsan Kaynakları Yönetimi, Yatay Uyum, Dikey Uyum, Bakış açıları ABSTRACTIn today"s challenging, competitive arena; organizations should have qualified human resources in order to survive and gain competitive advantage. Retaining such qualified personnel is another issue that organizations face. The

The changing nature of higher education systems and academic work all around the world generally and in Turkey specifically highlight the need for academics to use, analyze, and process so much information simultaneously, and deliver results at a specific period of time, which cause them mental workload. Thus, this chapter addresses the problem of understanding and exploring the dynamics of mental workload in Turkish academic setting. The main data for the analysis comes from a wide field research, including 505 questionnaires and 45 in-depth interviews with academics in various universities of Turkey. The mixed methods research revealed that growing publication pressures, administrative work, teaching and supervision hours, the unpredictability of academic positions, the curse of flexibility, and the bureaucratic nature of universities are some of the factors, leading to mental workload in Turkish academia. The other dynamics, such as academic incentive system, demanding nomination/promotion criteria, lack of family-work life balance, were also explored.

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