The Role of Non -Economic Drivers in Development Planning: The Case of South Korea and Turkey

Öztüren

et al. 2022

IJCHM

Purpose Using social exchange, signaling, job demands-resources and reformulation of attitude theories, the purpose of this paper is to propose and test a research model in which green work engagement (GWEN) mediates the impact of management commitment to the ecological environment (MCEE) on green creativity, task-related pro-environmental behavior (PEB) and proactive PEB. Design/methodology/approach Data for the paper were obtained from hotel customer-contact employees in Turkey and South Korea. The hypothesized associations were assessed via structural equation modeling. Findings The findings in Studies 1 and 2 supported the viability of the model. Specifically, GWEN partially mediated the effect of MCEE on task-related and proactive PEB, while it fully mediated the influence of MCEE on green creativity. Practical implications Management should invest and/or go on investing in environmental sustainability to send strong signals to employees that the organization really cares about the environment and is highly committed to the preservation and protection of the environment. With green training, empowerment and rewards, management can boost employees’ GWEN, which motivates them to engage in environmentally responsible behaviors. Originality/value The paper advances current knowledge by testing the relationship of MCEE, as appraised by employees, to their GWEN and green work outcomes. More importantly, the paper has explored the impact of GWEN in the intermediate relationship between MCEE and critical green work outcomes, such as green creativity, task-related PEB and proactive PEB. Further, the paper adds to the extant research by assessing the antecedents and outcomes of GWEN.

Section: Introductionmentioning

confidence: 99%

Management commitment to the ecological environment, green work engagement and their effects on hotel employees’ green work outcomes

Öztüren

et al. 2022

IJCHM

India Quarterly: A Journal of International Affairs

“…For example, the AfDB 2013-2022 strategic plan intends to significantly reduce poverty and hunger, promote environmental sustainability, support and empower women and gender equality, as well as increase the access to universal primary education. Given that Africa, specifically the sub-Sahara region lags behind in achieving the SDGs, efforts of the bank on the continent will have a significant impact on the global collective development agenda (Onder & Nyadera, 2019). The bank also has other ambitious plans; according to the 'New Deal on Energy' (2016-2025) by 2025 it aims to achieve universal access to electricity for African households (Nalletamby et al, 2016).…”

Section: Initiatives Taken By the African Development Bank (Afdb)mentioning

confidence: 99%

The Role of Regional Organisations in Economic Growth Among Developing Countries: A Case of the Af DB

Nyadera¹,

Asal²,

Agwanda

2021

Self Cite

This article seeks to examine how regional organisations in Africa are responding to the growing call for them to provide alternative approaches and models of economic development in the continent. The study interrogates the role of the African Development Bank (AfDB) as an agent of a changing global governance system and an emerging leader in Africa’s development journey. The article begins by reflecting on the debate of a decline in global governance; it looks at Africa within the global economy and examines the organisational structure, contributions and changing role of the AfDB since its inception. It concludes that the AfDB finds itself in a unique position of trust among donors and African states at a time when traditional institutions are becoming less popular. It recommends AfDB adopt a number of reforms needed to help it maximise its impact on the continent.

“…Dürüstlükle ilgili risklerin gelişebileceği alanlara bakıldığında; kamu ihale ve sözleşmelerinin uygulanması, kamu altyapı yatırımları ve bazı kamu politikalarının yüksek riskli alanlar olduğu görülür (OECD, 2017: 4). Bununla birlikte; kamuda insan kaynaklarının, bilgi güvenliğinin yönetilmesi, kamu iş sağlığı ve güvenliği, kamu mali kaynaklarının yönetimi, gelirlerin toplanması ve giderlerin yapılması, lisans ve sertifika haklarının verilmesi gibi alanlar da dürüstlükle ilgili risklerin olabileceği önemli alanlardır (Minkova, 2015:12;Onder ve Nyadera, 2020).…”

Section: Kavramsal çErçeveunclassified

Yüksek Deneti̇m Kurumlarinin Kamuda Dürüstlükle İlgi̇li̇ Ri̇skleri̇n Yöneti̇lmesi̇nde Rolü

Uzun¹,

Önder

2021

Sayıştay Dergisi

Dürüstlük, hem bireysel hem de kamusal alanda saygın bir hayat sürdürmenin olmazsa olmaz bir koşuludur. Kamuda dürüstlük; kamu hizmetlerinin üretim ve sunumunun her aşamasında kamu yönetici ve görevlilerinin, kamuyla etkileşimde bulunan kişilerin kamu etik değerlerine uygun davranış sergilemeleriyle mümkün olabilecektir. Dürüstlüğün gözetilmediği kamusal alanda; hata, usulsüzlük, yolsuzluk, rüşvet, menfaat çatışması, israf, adam kayırmacılık, ayrımcılık vb. gibi etik dışı davranışların yaygınlaşması ve kanıksanmasıyla kamuya duyulan güven azalabilecek; kamu kaynakları iyi yönetilemeyecek; kamu hizmetleri kamu yararına uygun ve etkili bir şekilde üretilip sunulamayacaktır. Kamuda dürüstlüğün korunması ve gözetilmesi, dürüstlük ihlaline yol açabilme potansiyeline sahip durumların, diğer bir deyişle dürüstlük risklerinin iyi şekilde yönetilmesini gerektirmektedir. Yüksek denetim kurumları, bağımsız ve tarafsız kurumlar olarak kamu kaynaklarının verimli, etkin, etkili ve etik olarak yönetilmesi için yapılması gereken plan, program ve faaliyetler hakkındaki denetim ve raporlarıyla parlamentoların, ¹ -Sayıştay Uzman Denetçisi,