Purpose -The aim of this paper is to identify the effects of job satisfaction on organizational commitment for managers in large-scale hotels in the Aegean region of Turkey and, in addition, to examine whether there is a significant relationship between the characteristics of the sample, organizational commitment, and job satisfaction. Design/methodology/approach -Two structured questionnaires were administered to large-scale hotel managers in the tourism industry. The survey instruments were adopted from the validated Minnesota Job Satisfaction and Organizational Commitment Questionnaire of Meyer-Allen. The data were analyzed using Statistical Package for Social Sciences version 13.0. Findings -The findings indicate that extrinsic, intrinsic, and general job satisfaction have a significant effect on normative commitment and affective commitment. In addition, the findings suggest that the dimensions of job satisfaction do not have a significant effect on continuance commitment among the managers of large-scale hotels. When the characteristics of the sample are regarded, age, income level, and education have a significant relationship with extrinsic job satisfaction whereas income level indirectly affect affective commitment. Research limitations/implications -Participants are limited to the managers of large-scale hotels in Aegean region of Turkey so the results could not be generalized to the whole country; however, the number of respondents is assumed to be sufficient to provide comprehensive results. Practical implications -Although job satisfaction is found to affect organizational commitment, practitioners should not disregard the fact that there is an interactive relationship between the two factors; otherwise, the organizations might be at risk. In addition, the governmental support is very important in minimizing the effects of seasonality problem in tourism. Originality/value -The previous research studies in Turkey generally have focused on the organizational commitment and job satisfaction correlation among the employees in different sectors of Turkey but usually within one organization. Upper level managers' views and the tourism sector have sometimes been neglected. This research was conducted to address this deficit in Turkey in terms of reaching various hotels in a region, trying to measure the viewpoints of the upper level managers, and conducting the research in a labor-intensive sector such as tourism.

Purpose The purpose of this research is to empirically investigate the impact of organizational culture on implementing customer relationship management (CRM) in the hotel industry. Design/methodology/approach The research is conducted with a quantitative approach and a questionnaire adapted from Denison Organizational Culture Survey, and the Mendoza CRM model is the research instrument. The questionnaire was administered among 346 managers of a chain hotel in the UK. Gathered data were subjected to correlation and multiple regression analyses. Findings The correlation analysis demonstrates that organizational culture factors of adaptability, consistency, staff involvement and mission have a positive significant impact on CRM implementations. The multiple regression analysis further showed that though CRM implementation is highly correlated with these four factors, its successful implementation is not dependent on all of them. Research limitations/implications The research is conducted in the frame of a case study where a UK chain hotel is selected; therefore, the findings cannot be generalized to a larger population. This research is conducted in the context of hotel industry and the result might be different for other industries. Due to the limitation in access to all employees, only managers were selected as the sample of the study and future studies with all staff may show different results. Practical implications Organizational culture readiness is one of the most important requirements in CRM implementation initiatives. The results of this study will benefit hotel managers in measuring their organizational culture and improve it toward better CRM outcomes. Originality/value Previous studies on organizational culture and CRM with qualitative approaches have tried to highlight the role of organizational culture on CRM implementation or some have attempted to identify the organizational culture factors with potential impact on CRM implementations. However, very few of these studies have empirically investigated the impacts of organizational culture on CRM implementation, and this is the first study that empirically investigates this impact in the context of the hotel industry.

de ve değerlendirilmesinde kişilik özellikleriyle (girdi), iş performansları (çıktı) arasındaki ilişkileri anlamak ve yorumlamak yönünde çalışmalar yapmaktadırlar. İş yaşamında var olan ve durumsal uyarıcı niteliği taşıyan sosyal düzeydeki, görev düzeyindeki ve örgüt düzeyindeki beklentiler, ilişkili oldukları belirli kişilik özellikleri üzerinde etki yaratırlar. Bu etkileşimin sonucunda çalışanlar belirli davranışlar gösterirler (Tett ve Burnet 2003, Yelboğa 2006). Dolayısıyla, iş yaşamının gerekleri olan stardart hale getirilmiş kalite sistemleri, mükemmellik modelleri, başarı ödüllendirmeleri

Being one of the fast 7 est-growing sectors world-wide since the 2000s, tourism mobility has risen to over one billion visitors world-wide, and is an important social event affecting both social relationships and cultural attitudes. This phenomenon has provided a wide productive field of study regarding various aspects in the study of sociology. This study has the characteristics of the tourist-local people interaction aspect especially, and aims to determine the effect of tourism on cultural attitudes in two controversial countries in terms of social relationships. In this study, in-depth interviews were carried out with 12 academics travelling from Turkey to Armenia for academic purposes in order to evaluate the changes in their pre-travel and post-travel perceptions and attitudes. As a result, the study has revealed that the ongoing problem of many decades between Turkey-Armenia can be solved, to some extent, through interaction via tourism. Thus, tourism can create a positive cultural attitude change.

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Bugünün bilgi tabanlı ekonomileri dinamik teknolojik gelişime bağımlıdır. Bireysel özelliklerden farklı olarak birçok faktörün bir araya gelmesiyle yayılımı sağlayan bilişsel kapasitenin ve girişimciliği tetikleyen inovasyon olgusunun anlaşılması önem taşımaktadır (Sledzik, 2013). Bu yönü ile ulus ekonomileri için değişimi ve gelişimi tetikleyici özelliğiyle ön plana çıkan "girişimcilik", dünyada her geçen gün önemi artan ve gelişen bir kavram olma özelliğini korumaktadır (Bruyat ve Julien, 2000; Smallbone, 2015).Alanyazın incelendiğinde, uluslararası düzeyde turizm ve girişimcilik anahtar kelimelerini birlikte alan bilimsel araştırmalar ile ilgili bibliyometrik analiz ile gerçekleştirilen ilk çalışmanın Li ( 2008) tarafından yapıldığı görülmektedir.

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By underlining the phenomena of globalization, cultural homogeneity and heterogeneity, this paper focuses on the positive and negative effects of commodification on culture, and tries to bring a comparative perspective on the relationship between tourism and commodification. The purpose of the study is to examine the relationship between tourism and commodification, and propose a conceptual model to understand the leading patterns that cause commodification. The lack of a clear consensus in the literature makes this study's attempt for conceptual clarification significant. The research claims that both cultural homogeneity and heterogeneity create commodification, and that this cycle helps cultural values to revive, diversify, renew and remain on the one hand, while causing a loss of authenticity, deterioration or degeneration on the other.