Purpose The purpose of this paper is to examine the effect of incumbent employees’ corporate social responsibility (CSR) perceptions toward multiple stakeholders on their organizational citizenship behavior (OCB) within the context of the tourism and hospitality sector in Turkey. It also aims to examine the mediating role of job satisfaction in these relationships. Design/methodology/approach Data were collected from 215 white-collar employees working full-time in non-managerial positions of hotels and travel services in Istanbul and Antalya regions of Turkey, using a self-administrated questionnaire. The research hypotheses were tested using multiple regression analysis. Findings The result of the study showed that two of the four CSR dimensions, namely, CSR toward society and environment and government, had a significant and positive effect on OCB. On the other hand, CSR toward employee was the only variable among the four dimensions of CSR perception that had a significant and positive effect on employee job satisfaction. The finding of the mediation analysis unfortunately failed to support the mediation effect of job satisfaction on the relationship between CSR perceptions and OCB. Research limitations/implications The study was limited to the Turkish tourism and hospitality sector. Thus, these findings may not be generalized to other sectors or countries. Future research should consider other sectors both in Turkey and other countries to extend the generalizability of the findings of this study. Practical implications This paper indicates that employees working in tourism and hospitality sector are highly concerned about their organizational, legal, societal and environmental social activities, which subsequently make them engage in extra role behaviors. Organizations are hereby advised that government law and regulation abiding, society and environmental social activities are very important in the effective functioning of the organizations and improving their service quality, which in turn can help increase their profits and long-term value creation. Originality/value Scholars in the area of CSR often explore the effect of a single dimension of CSR. Therefore, this paper contributes to the body of literature by examining the effect of employees’ CSR perceptions toward multiple stakeholders on employee behavior. Further, it is one of the few papers that highlights the positive effect of legal dimension of CSR on employee behavior within the context of the tourism and hospitality sector.

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Purpose Drawing from the institutional logics and organizational disaster literature, this paper aims to illustrate that the replacement of logics can be problematic in a high-risk industry such as coal mining by adding an institutional perspective to the understanding of disasters. Design/methodology/approach This paper investigated the field of coal mining in Turkey historically from archival data resources. A comprehensive, qualitative inquiry of a single-case study was then conducted. Findings The findings suggest that a shift from social welfare logic to business logic in the coal-mining industry can lead to coal-mining disasters, resulting from changing practices through an increase in the number of private enterprises through royalty contracts, the use of an increased labor force instead of mechanical methods and systems and the maximization of profit by underestimating the effects of taking almost no occupational safety measures. Practical implications The connection between institutional logics and organizational disasters could lead institutional actors to question their understanding of institutional logics. Originality/value This paper provides original research evidence for the relationship between industrial disasters and institutional logics.

Because innovation and environmental uncertainty are highly crucial concepts for organizations’ survival, and managers are key decision makers in organizational operations, investigating the relationship between innovation and environmental uncertainty from managers’ lenses is important. This study aims to explore how managers’ adoption of radical and incremental innovation is affected by perceived environmental uncertainty (PEU). Data collected from 230 managers that work for companies that operate in various industries has been analyzed by using Multinomial logistic regression analysis. Results of the study indicate that government and policies factor is the effective factor on managers’ decisions on innovation adoption, and in uncertain environments in terms of governmental and policy factor, managers choose to adopt both types of innovation since they want avoid to take risks of adopting solely one type of innovation.

Abstract:This study investigates