This study aims to examine the influence of transformational leadership on organizational innovation through the mediating effect of organizational learning and knowledge management in Turkish HR consulting companies. Sample is selected from small, medium size and large HR consulting companies located in Istanbul. Structural equation modeling and bootstrapping is used for data analysis. The research findings indicated that transformational leadership did not directly affect organizational innovation; transformational leadership directly affected organizational learning and knowledge management, and organizational learning directly impacted knowledge management. Besides, knowledge management directly affected organizational innovation, yet organizational learning indirectly influenced organizational innovation. Finally, transformational leadership indirectly influenced organizational innovation through the intervening effect of organizational learning and knowledge management. The results indicated that if managers in Turkish HR consulting companies practice a transformational leadership style by taking into account organizational learning and knowledge management, the chance for successful organizational innovation will highly improve.

The purpose of this study is to investigate the relationship between mobbing and work alienation with a special emphasis on the role of support from colleagues. A questionnaire based on Leymann Inventory of Psychological Terror scale which measures mobbing and Mottaz (1981) 21-item that measures work alienation was used to assess this relationship. The sample constitutes of 182 professionals employed in various companies in Istanbul. The findings supported the main research hypothesis and showed that mobbing influences work alienation. Support from colleagues has a moderating role in the relationship between mobbing and work alienation. The results of this research provide important insight to existing theory and have practical implications for managers in terms of the relationship between mobbing and work alienation.

This study used a sample of salespeople at various companies to substantiate a path model of innovativeness, customer orientation, and performance; thus, it offers a multi-disciplinary framework. Results indicated a moderating influence of company training programs on the relationship between customer orientation and performance, which can have several implications for human resource managers and sales contact employees. Two features, testing the influence of training activities and measuring customer orientation from the employees' perceptions, distinguish this study from previous studies.

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This paper offers a new conceptual model, the integrated stakeholder relationships management model based on the principles of systems thinking and integrated management approach. This research is unique in its scope by considering all management functions while trying to integrate the stakeholders into the strategic decisions of the management. The model is tested on a sample with 303 respondents from software companies (175), hardware companies (100) and a sectoral association (28) in Turkey to explore how stakeholder relationships are managed based on the perceptions of the managers and the employees. Whereas the pilot study showed us the feasibility of the model, the main study results indicated how the stakeholder relationships are managed in a group of sample IT organizations when compared to the ideal criteria given by the proposed model. The model may prove to be a managerial guide for the managers at all levels for their attempts to integrate stakeholder interests into the management processes.