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08 - İnsana Yakışır İş ve Ekonomik Büyüme

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İnsana Yakışır İş ve Ekonomik Büyüme İstikrarlı, kapsayıcı ve sürdürülebilir ekonomik büyümeyi, tam ve üretken istihdamı ve herkes için insana yakışır işleri desteklemek

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Author: Toker, Kerem × Author: Görener, Ali ×

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    Evaluation of circular economy business models for SMEs using spherical fuzzy TOPSIS: an application from a developing countries’ perspective
    (2022-01-01T00:00:00Z) Toker, Kerem; Görener, Ali; TOKER, KEREM
    While the circular economy has recently been the subject of considerable theoretical debate, the discussion has yielded limited insight into how its implementation should look. Developing countries’ inadequate regulation and policy hinder the circular economy’s implementation in small- and medium-sized enterprises (SMEs) with resource, strategy, and skill constraints. Therefore, circular economy business models (CEBMs) support SMEs in overcoming the risks of implementation. However, SMEs often struggle to decide which CEBM to use. This study aims to enable developing countries’ SMEs to choose the most appropriate CEBM using the spherical fuzzy TOPSIS method, which is an extremely new method for solving decision-making problems. The four main CEBMs most frequently encountered in the literature and practice have been extensively analysed. The results suggest that the resource recovery model is the most appropriate model for transitioning to a circular economy for SMEs in developing countries. Circular supply is the second suitable business model. Following these stages, after the organisation reaches a specifc level of CE maturity, the product life extension and the product–service system model should be applied at the last stage. A comparative assessment and a sensitivity analysis are conducted to test the proposed methodology’s robustness and reliability. The results opened up a space for discussion and for new thoughts that could improve the scope of the CEBMs theory. Using all CEBMs together, we concluded that the transition to CE will not be successful for SMEs. The order in which CEBMs should be applied in the transition to CE has been determined. Their scope, risks, and resources needed were correlated with these data from the feld. This practical implementation guide, which we recommend based on theoretical foundations, ofers administrators and future researchers original insights.
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    Do Employees’ Emotions Contaminate Organisations? The Relationship between Emotional Contagion and Organisational Identification
    (2022-09-01T00:00:00Z) Toker, Kerem; Görener, Ali; TOKER, KEREM
    This article presents empirical research that aimed to determine the direction and strength of the relationships between emotional contagion and organisational identification. Our study examined the effect of aviation sector employees’ emotional contagion levels on organisational identification and the moderating role of career characteristics, such as age differences and seniority, in this effect. Data collected from 296 aviation employees were analyzed using SPSS 25 and SPSS Process Macro programs for determining moderating effects. The findings revealed that emotional contagion has a positive and significant effect on organisational identification. It has been determined that individuals’ age and seniority differences have a moderating role in the effect of emotional contagion on organisational identification. The fact that the scope of the research is a single sector and organisation hinders the findings’ generalizability. Additionally, the cross-sectional design limits the ability to explain the cause-and-effect relationships between psychological factors. The results proved that positive emotions affect individuals faster than negative emotions and are more effective on OI. Hence, the establishment of an organisational climate dominated by feelings of love and happiness and devoid of feelings of fear and anger is recommended for managers seeking to foster OI. By revealing the implicit relationships among the concepts with empirical evidence, we aim to fill a significant gap, particularly with respect to organisational psychology, and to represent new insights to scholars and practitioners.