Browsing by Author "Mert, G"

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    Investigating the relationships among organizational policy, strategic planning performance, and business ethics in manufacturing and service industries
    Mert, G; Akkaya, B; Palazzo, M; Micozzi, A; Ferri, A; Notari, F
    This study explores the intricate relationships among business ethics, organizational policy, and strategic planning performance within Turkey's manufacturing and service industries. The research specifically aims to (i) assess the impact of organizational policies on strategic planning performance, (ii) evaluate how business ethics shapes organizational policies and strategic outcomes, and (iii) examine the moderating role of business ethics in the relationship between organizational policy and strategic planning performance. A quantitative methodology was employed, surveying 732 managers and employees using a 21-item questionnaire with 5-point Likert scales. Data analysis included exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) to validate constructs, and the Hayes PROCESS macro to evaluate moderation effects. The study provides three precise findings: first, organizational policy has a significant positive relationship with both business ethics and strategic planning performance. Second, business ethics strongly enhances strategic planning performance. Third, business ethics moderates the relationship between organizational policy and strategic planning performance, amplifying their positive interaction. This research contributes to the literature by providing empirical evidence of business ethics' moderating role, offering a comprehensive analysis within an emerging market context, and proposing an integrated framework for the interaction of these three dimensions. The findings underscore the importance of integrating ethical considerations into organizational policies to achieve enhanced strategic outcomes. These insights provide practical guidance for managers seeking to foster ethical cultures and improve organizational performance in competitive markets.
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    Organizational Agility, Competitive Capabilities, and the Performance of Health Care Organizations During the Covid-19 Pandemic
    Akkaya, B; Mert, G
    Purpose: Managers of healthcare organizations must be much more dynamic and agile to survive in a competitive environment. Administrators, managers, and leaders in healthcare organizations must meet both patients' and staff's needs, expectations, and requests at the maximum level in order to create organizational agility. What counts among these responsibilities is the use of operational competitive capabilities at the highest level and being organizationally agile? In this context, this study determines the relationship between the operational competitive capabilities of healthcare organizations and organizational agility and examines the mediating role of organizational agility between operational competitive capabilities and organizational performance in healthcare organizations in Turkey. Methodology: The data was collected from the 220 managers of health organizations in Turkey through questionnaires, which were analyzed with the SPSS 26 and AMOS 26 programs. Results: The findings revealed a positive relationship between operational competitive capabilities of managers and between organizational agility and organizational agility, which have a full mediating role between operational competitive capabilities and organizational performance in healthcare organizations. Conclusion: Today's healthcare organizations' managers face such important problems and unexpected developments as adapting to a rapidly changing environment and struggles to avoid uncertainty. Therefore, the managers must use their operational competitive capabilities at the highest level and be organizationally agile to maximize their organizations' performance and survive in this highly competitive environment.