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    Antecedents of Opportunity at Work: Evidence from White-Collar Employees in Turkey
    (2016) Kabasakal, Hayat; Çiçekli, Elif
    Opportunities provided to employees at work facilitate important organizational outcomes. Although opportunity at work is a significant topic of research, antecedents of opportunity are under-explored. The study aims to analyze the relationships between opportunity at work and possible antecedents of opportunity, i.e. different types of leadership and high performance work practices. For this purpose, factor analyses and hierarchical multiple regression analyses are carried out using data from 550 white-collar employees. The results of analyses show that opportunity at work is explained with reference to three factors: Promotion, development, and recognition opportunities. Transactional, transformational, and participative leadership create at least one type of opportunity for employees. High performance work practices (HPWPs) predict development and promotion opportunity for employees working in different industries. The study fills a gap in the literature by exploring antecedents of opportunity at work, with important implications for both research and practice. Managers are advised to adopt the characteristics of transactional, transformational, and participative leadership in order to create opportunities for their subordinates. Moreover, organizations are recommended to employ HPWPs to create opportunities for their employees
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    Linking the Worldly Mindset with an Authentic Leadership Approach: An Exploratory Study in a Middle Eastern Context
    (Palgrave, 2012) Saracer, Behice Ertenu; Karacay-Aydin, Gaye; Asarkaya, Cigdem; Kabasakal, Hayat
    [Abstract Not Available]
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    The opportunity model of organizational commitment Evidence from white-collar employees in Turkey
    (Emerald Group Publishing Ltd, 2017) Cicekli, Elif; Kabasakal, Hayat
    Purpose - 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. Design/methodology/approach - 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. Findings - 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. Research limitations/implications - Future researchers could study the issue in the context of other cultures using data from multiple sources. Practical implications - 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. Originality/value - 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.