Purpose – The dynamics of an emerging green entrepreneurship can be different in the emerging markets because the nature of the society and relations of business are different. As a result of these differences, green entrepreneurship also has distinguished dimensions and specific motivations. The purpose of this paper is to analyze individual cases of green entrepreneurs to understand local drivers and dynamics from the perspectives of ecological modernization and the network society theories. Design/methodology/approach – Qualitative methodology was followed in which the data were gathered via semi-structured interviews and a content analysis was executed to analyze the data. Findings – Time relativity, relatedness and altruism were found to be the most differentiated factors among other drivers for green entrepreneurs. Originality/value – The theories mentioned that the quality and quantity of entrepreneurs are not enough for the expected results; the society and networks of society also should push or pull. Nevertheless, to explain this, we may say Turkey has its own special dynamics. Heritage or own roots are very important and are observed for all participants. Also not legislation but practice of these legislations is another constraint in front of Turkish entrepreneurs.

Purpose This study aims to develop conceptual arguments about intrapreneurship relative to role theory. Design/methodology/approach The challenge to the intrapreneurship concept is that no single or combination of personality traits, individual characteristics or attitudes can fulfill the causes of the phenomenon, as these factors are context-bound. One explanation for individual- and macro-level contrasting outcomes is the diverging effect of expectations. The structural and interactionist perspective of sociology is used to understand the intrapreneurship concept because intrapreneurs live within a society and shape their course per the expectations of others. Findings Intrapreneurs have been trying to infer about what is seen as crucial individually related to interactions within the existing context; more importantly, acting in an intrapreneurship role can be defined and learned by expectations. Practical implications With the convenient expectations from other members, families or environments, organization members will value the innovation and self-direction of intrapreneurship more highly that such a taste for an acting role may be an important factor in the decision to become an intrapreneur. Originality/value To the best of the authors’ knowledge, the paper emphasized for the first time that the consequences of exposure to social expectations for the development of intrapreneur roles, particularly the broad portfolios of skills and motivation, are relevant to intrapreneurship. Previous approaches depend on individuals, organizations or the environment to have different approaches to likely employees to be intrapreneurs. The paper first argues that context is important for understanding how and why context can be linked to individual intrapreneurs and how intrapreneurship can be defined as roles rather than a task or unique potential entrepreneurs.

One of the typical issues in supply chain management (SCM) implementation is how to capture the complexities of supply chains. This paper reviews the existing supply chain modelling methods, and identifies the limitations of current methods. Based on these, a novel co‐ordinated supply chain modelling approach is proposed to capture the complexity of supply chains from the views of scenario, interdependency, process and information. The proposed method is comprehensive, inclusive and aims to capture the complexities of a supply chain, align supply chain processes, and provide the basis for supply chain integration.

In light of an increasingly integrated society, in-depth research is needed to explore how particular perceived values may guide leadership behaviour by measuring the everyday actions of employees. As Asian individual values become collective, there is an increased likelihood that they will be perceived as cultural values that translate into expectations of leadership roles. This article considers the impact of changes in leadership roles from a role theory perspective, based on Asian values leading to changes in leadership styles. The sample is taken from an organised industrial zone which consists of a high immigrant workforce that continues to grow. The research was conducted in western Turkey but has appeared in leading survey results on Asian cultural values. This study found significant symbolic interactionism between values and leadership roles. There were also correlations between roles and leadership styles, since leaders also influence the interpersonal roles of their employees. Among managers involved in decision-making and information processing, an autocratic participative leadership style has emerged. Points for practitioners In every organisation, leaders should be aware of values in their organisations by measuring the everyday actions of employees. To become proficient leaders, they should learn to act in a manner suitable to the roles expected by their subordinates. Furthermore, to be efficient, leaders should adopt what is considered a ‘proper' style through comparison to the indicated roles. In a nutshell, leadership, values and leadership styles are interference acts that affect all processes, from recruitment to strategic management.

Current emphasis in culture research focuses on how leaders might change the culture to improve organizational performance. However, how culture affects organizational performance under active leadership relations research has resulted in conceptual ambiguities, as well as contradictory empirical findings. We argue that organizational culture moderates the effectiveness of leadership on organizational performance. We used an ethical approach to generalize paternalistic leadership in moderating Turkish organizational culture. The results indicate that paternalistic leadership functions are divided into two dimensions: family relationships and non-work life involvement, and the overall effects of paternalistic leadership on non-financial performance are unconnected to organizational culture, namely cultural tightness-looseness (CTL).

PurposeThe purpose of this paper is to examine how the mediating effect of strategic management impacts the relationship between dynamic capabilities and firm performance concerning environmental munificence in 3rd party logistics (3PL) firms operating in Turkey.Design/methodology/approachVariance-based structural equation modeling algorithm and correlation analysis were applied to survey data obtained from (n = 482) a top manager from 3PL companies.FindingsResults revealed that dynamic capabilities were a strong predictor for organizational performance, environmental munificence also emerges as a key predictor for dynamic capabilities and strategic management, and strategic management fully mediates the link between dynamic capabilities and organizational performance, suggesting that they function as substitutes in affecting performance outcomes.Research limitations/implicationsThis paper provides empirical evidence of the relationship between the dynamic capability adaptation, strategic management, environment and performance of 3PL firms. As a limitation, the results are based on survey research with a limited sample size.Practical implicationsOrganizations should manage not only dynamism but also the scarcity of environmental resources found to be significant on both dynamic capabilities and strategic management. Additionally, in the logistics sector, managers should focus on the big picture while they empower and lead capable followers to transform this strategic view into operational-level changes.Originality/valueDepending on the relationships between constructs, studying environmental munificence is a different topic than the dynamic environment concept in the effectiveness of dynamic capabilities of 3PL firms. As well as dynamic capabilities at the level of individual and strategic management relationship on organization performance are confirmed.

As innovative firms have considerable competitive advantage; more foreign direct investment (FDI) research has been related to the innovation. The primary aim of this study is to explore how intraregional economies interact with host countries' innovative performance, and how they are affected by FDI. Azerbaijan, Georgia and Turkey, located in the South Caucasus region, are selected as examples. Numbers of patent applications, R&D expenditure (% of GDP), and intellectual property payments are chosen as factors indicative of innovation. While this research tries to explore whether these three countries, connected by large trades, can act as a clustered group; Panel cointegration and Panel OLS models are used for analysis. The results show that FDI is an important variable affecting the level of innovation in the panel analysis. Nevertheless, individual relationships with FDI vary, and cointegration analysis shows heterogeneity. That is, foreign direct investment could play a central role in increasing the level of innovation for Azerbaijan and Georgia, but it is not an important determinant of Turkey's economic innovation level. Countries should realize that when their economies are becoming stronger, FDI is not a useful tool for escalating innovation, rather they should be in clusters that can leverage innovation.

PurposeThis paper researches the effects of the cultural context from values' ground on leadership roles and the effects of roles on styles. The idea behind this study is to show that cultural communities have different cultural models regarding the kinds of roles leaders should or should not play.Design/methodology/approachThe sample was chosen from the part of the town where the immigrant workforce is growing, as well as it is the closest growing economic area to Europe in Turkey.FindingsThe analysis shows that cultural values significantly affect leadership roles. Additionally, there is a correlation between roles and paternalistic leadership style. Asian cultural values do affect leadership roles more than Western values. Additionally, each culture is diminishing the other. As leadership roles increase, they are acting as paternalistic leadership substitutes.Originality/valueInterestingly we have introduced paternalistic leadership substitutes to literature and showed that paternalistic leadership is not only culturally but also contextually bounded.