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The learning outcomes are as follows. First, female managers can face gender inequity in different forms, such as the glass ceiling and glass cliff, while they run for leadership positions, especially in male-dominated business contexts. Second, managers can show high performance and be effective leaders as long as they are aware of that all managers are evaluated according to a wide variety of criteria, and play many different managerial roles, such as interpersonal, informational and decisional roles. Finally, managers should pay attention to all stakeholders’ demands in decision-making process for sustainability and performing better in the long run.

Since football began gaining popularity in Turkey at the dawn of the 20th century, the sport remains the most popular national sport today. However, recently, a new name has shaken the world of Turkish football: Berna Gozbasi, the first female football manager in Turkish history. In the middle of 2019–2020 football season, Gozbasi became the first female club president after she assumed leadership of Kayserispor. Kayserispor was officially founded as a Turkish professional football club in 1966, and, as its name suggests, was based in Kayseri, a sizeable industrialised city located in Central Anatolia. The team competes in the “Turkish Super League”, Turkey’s top football competition. In this case, to discuss gender inequity, leadership, and management in the sport context, the authors explained the dilemma Gozbasi faced while she decided whether or not to accept this challenging role. Then, the authors examined the experiences she gained as a leader and the dilemma she faced to diminish the negative impact of the COVID-19 pandemic on the organisation she led.

Undergraduate and MBA students.

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CSS 6: Human Resource Management.

The purpose of this paper is to determine the relationships between promotion, development, and recognition opportunities at work and organizational commitment, and whether these relationships are moderated by the job opportunities employees have in other organizations.

An opportunity model of organizational commitment is developed based on social exchange theory and several streams of opportunity research. Factor analyses and hierarchical multiple regression analyses are carried out to test the hypotheses using data from 550 white-collar employees.

The results of the analyses show that opportunities for development and recognition are predictors of organizational commitment, that job opportunities employees have in other organizations negatively moderate the relationship between recognition opportunity at work and organizational commitment, and that promotion opportunity does not predict organizational commitment.

Future researchers could study the issue in the context of other cultures using data from multiple sources.

Employers who seek to increase their employees’ organizational commitment are advised to divert their energies from struggling to create promotion opportunities for their employees to creating opportunities for development and recognition.

The study explores the under-researched concept of opportunity at work and connects several streams of opportunity research by drawing on social exchange theory as a theoretical framework. The model is the first to address the effects of opportunity and alternative opportunities on organizational commitment.

Provides concise examples of the importance of culture in the development of organizational science, management, education and practices of international or multinational companies.

The objective of the present study is to examine the history, activities, and relationships of a neighbourhood service cooperative, which evolved into a neighbourhood disaster management project that has been adopted by more than 100 neighbourhoods in the north western part of Turkey. In order to understand the core reasons for participation lethargy of the public in community based organizations (CBOs) for disaster preparedness, both qualitative and quantitative data collection methods were employed. An active CBO, at the local level, is shown to have a positive influence on the trustworthiness and perception of responsibility of such organizations by the public. The respondents in this study seem to prefer autonomous and expert actors that formally belong to the centralized state system, such as universities, search and rescue teams, and the military, although they also attribute responsibility to CBOs for disaster related activities and expect some level of leadership from these organizations. The findings point to the direction of a cultural phenomenon, which results in high power distance and low future orientation, coupled with low levels of trust towards institutions and lack of public legitimacy of such organizations. This results in the public avoiding active engagement in preparedness initiatives and suggests the need for an initial leading group to mobilize the community in this area. A set of policy recommendations are provided that will contribute to increasing the effectiveness of CBOs and will allow them become stronger actors in the network of interactions regarding disaster related activities, especially in centralized state systems.

Examines the differences between the actions that Turkish and American students would take when they were confronted with conflict. Students received two cases describing an organizational setting. They were asked to place themselves in the situation of a member in conflict with a peer in the work environment. Cases were content‐analysed by the researchers. Indicates that the nature of the conflict situation is important in examining conflict resolution styles across cultures.

Based on an empirical data set including 432 managers, of whom 41 are women, this paper examines factors affecting female managers' careers in Turkey. Focusing on behavioral, human capital and demographic factors, results show that there are no differences in leadership styles and personalities between female and male managers. There are, however, differences in the level of education and family's socio-economic status by sex. We argue that higher socio-economic status of female managers' families affects their careers positively. By contrast, the lower level of female education as compared to males in addition to culturally pervasive and legally institutionalized discriminatory societal attitudes negatively affect female managers' career progress.

This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of in‐group collectivism, uncertainty avoidance, performance orientation, and humane orientation, and their differential effect on helping extra‐role behavior in a diverse workforce are examined. Theoretical implications provide guidance for future empirical research in this area, and provide managers with more realistic expectations of employee performance in the workplace.