Attitudes Towards Changes and Organisational Learning: China and Turkey

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dc.contributor.authorAlas, Ruth
dc.contributor.authorVadi, Maaja
dc.contributor.authorDemirer, Halil
dc.contributor.authorBilgin, Necdet
dc.date.accessioned2024-09-18T20:08:19Z
dc.date.available2024-09-18T20:08:19Z
dc.date.issued2011
dc.departmentHatay Mustafa Kemal Üniversitesien_US
dc.description8th International Conference on Intellectual Capital, Knowledge Management and Organisational Learning (ICICKM) -- OCT 27-28, 2011 -- Bangkok Univ, Inst Knowledge & Innovat SE Asia (IKI-SEA), Bangkok, THAILANDen_US
dc.description.abstractChanges have become a normal part of life in organisations. Employees' attitudes are considered an indicator of the future success of an organisation (Hurst 1995). This paper studies the connections between attitudes towards changes and organisational learning in Chinese and Turkish organisations. The paper starts with a theoretical framework for the study, including literature about attitudes towards changes and organisational learning. Special attention has been paid to institutional development in China and Turkey. This is followed by an empirical study of Chinese and Turkish organisations. The empirical study of Chinese organisations and the Turkish hotel industry indicated the importance of attitudes toward changes for organisational learning. The scales for the measurement of organisational learning and attitudes towards changes were designed according to the factor analysis. Attitudes towards change fall into two broad categories, which reflect the employees' feelings and dispositions with regard to interest in changes and their trust in change. Attitudes towards changes included trust in change and an interest in changes. These attitudes together predict almost half of organisational learning. The impact of socio-demographic characteristics was tested. Although socio-demographic characteristics differentiate in various respects, these do not play an important role in the prediction of organisational learning. When performing the regression analysis (dependent variable organisational learning) the Adjusted R Squares were 54 for the both samples, while after entering the socio-demographic characteristics it decreased in both the Turkish and Chinese samples. At the same time, generic characteristics (gender and age) and additionally, the education and type of contract do not predict organisational learning in this study. Significant differences emerged between the two countries. Attitudes towards changes are the main predictors of organisational learning in Turkey, and these predict a higher assessment of the organisational learning scale. In China, attitudes also predict organisational learning, but contrary to Turkey, these predict a lower level of assessment of the corresponding scale.en_US
dc.identifier.endpage19en_US
dc.identifier.isbn978-1-908272-20-1
dc.identifier.startpage11en_US
dc.identifier.urihttps://hdl.handle.net/20.500.12483/8771
dc.identifier.wosWOS:000304696000002en_US
dc.identifier.wosqualityN/Aen_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.language.isoenen_US
dc.publisherAcad Conferences Ltden_US
dc.relation.ispartofProceedings of The 8th International Conference on Intellectual Capital, Knowledge Management and Organisational Learning, Vols 1 and 2en_US
dc.relation.publicationcategoryKonferans Öğesi - Uluslararası - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectChinaen_US
dc.subjectTurkeyen_US
dc.subjectattitudes towards changeen_US
dc.subjectorganisational changeen_US
dc.subjectorganisational learningen_US
dc.titleAttitudes Towards Changes and Organisational Learning: China and Turkeyen_US
dc.typeConference Objecten_US

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