Research Article
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Year 2025, Volume: 5 Issue: 1, 29 - 42, 30.06.2025
https://doi.org/10.61725/abj.1699872

Abstract

References

  • Aiken, C., & Keller, S. (2009). The irrational side of change management. McKinsey Quarterly, 2(10), 100-109.
  • American Psychological Association. (1995). Standards for educational and psychological testing. Author.
  • Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46(6), 681-703.
  • Armenakis, A. A., Harris, S. G., & Feild, H. S. (1999). Making change permanent: A model for institutionalizing change interventions. In W. A. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development (Vol. 12, pp. 97-128). JAI Press.
  • Altay, S. (2024). Trade policy review of Turkey. The World Economy, 47(9), 3861–3892. https://doi.org/10.1111/twec.13609
  • Bakker, A. B., Tims, M., & Derks, D. (2012). Proactive personality and job performance: The role of job crafting and work engagement. Human Relations, 65(10), 1359-1378.
  • Bandura, A. (1991). Social cognitive theory of self-regulation. Organizational Behavior and Human Decision Processes, 50(2), 248–287.
  • Berg, J. M., Wrzesniewski, A., & Dutton, J. E. (2010). Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity. Journal of Organizational Behavior, 31(2‐3), 158-186.
  • Berg, J., Dutton, J. E., & Wrzesniewski, A. (2013). Job crafting and meaningful work. In Z. S. Byrne & M. F. Steger (Eds.), Purpose and meaning in the workplace (pp. 81-104). American Psychological Association.
  • Blau, P. M. (1964). Exchange and power in social life. John Wiley & Sons.
  • Bruning, P. F., & Campion, M. A. (2018). A role–resource approach–avoidance model of job crafting: A multimethod integration and extension of job crafting theory. Academy of Management Journal, 61(2), 499-522. https://doi.org/10.5465/amj.2015.0604
  • Caldwell, S. D., Herold, D. M., & Fedor, D. B. (2004). Toward an understanding of the relationships among organizational change, individual differences, and changes in person-environment fit: A cross-level study. Journal of Applied Psychology, 89(5), 868.
  • Caesens, G., Marique, G., Hanin, D., & Stinglhamber, F. (2016). The relationship between perceived organizational support and proactive behaviour directed towards the organization. European Journal of Work and Organizational Psychology, 25(3), 398-411.
  • Col, G. (2004). Algılanan örgütsel destek ölçeği: Geçerlik ve güvenirlik çalışması. Ankara Üniversitesi SBF Dergisi, 59(1), 181–201.
  • Choi, M. (2011). Employees’ attitudes toward organizational change: A literature review. Human Resource Management, 50(4), 479–500. https://doi.org/10.1002/hrm.20434
  • Cullinane, S. J. (2013). Job design under lean manufacturing and the quality of working life: A job demands and resources perspective. International Journal of Human Resource Management, 24(12), 2563–2585. https://doi.org/10.1080/09585192.2013.777936
  • Cummings, T. G., & Worley, C. G. (2014). Organization development and change (10th ed.). Cengage Learning.
  • Cutcher, L. (2009). Resisting change from within and without the organization. Journal of Organizational Change Management.
  • Eby, L. T., Adams, D. M., Russell, J. E., & Gaby, S. H. (2000). Perceptions of organizational readiness for change: Factors related to employees’ reactions to the implementation of team-based selling. Human Relations, 53(3), 419–442.
  • Eisenberger, R., Fasolo, P., & Davis-LaMastro, V. (1990). Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75(1), 51–59. https://doi.org/10.1037/0021-9010.75.1.51
  • Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507.
  • Elias, S. M. (2009). Employee commitment in times of change: Assessing the importance of attitudes toward organizational change. Journal of Management, 35(1), 37-55.
  • Engemann, K. N., Engemann, K. J., & Scott, C. W. (Eds.). (2022). Organizational risk management: Managing for uncertainty and ambiguity. Walter de Gruyter GmbH & Co KG.
  • Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), 218-226.
  • French, W. L., Bell, C., & Zawacki, R. A. (2005). Organization development and transformation: Managing effective change. Macmillan/McGraw-Hill School.
  • Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50(2), 327-347. https://doi.org/10.5465/amj.2007.24634438
  • Gupta, V., Agarwal, U. A., & Khatri, N. (2016). The relationships between perceived organizational support, affective commitment, psychological contract breach, organizational citizenship behaviour, and work engagement. Journal of Advanced Nursing, 72(11), 2806-2817.
  • Herold, D. M., Fedor, D. B., & Caldwell, S. D. (2007). Beyond change management: A multilevel investigation of contextual and personal influences on employees’ commitment to change. Journal of Applied Psychology, 92(4), 942.
  • Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. The American Psychologist, 44(3), 513-524.
  • Hobfoll, S. E., Freedy, J., Lane, C., & Geller, P. (1990). Conservation of social resources: Social resource theory. Journal of Social and Personal Relationships, 7(4), 465-478.
  • Hobfoll, S. E., Johnson, R. J., Ennis, N., & Jackson, A. P. (2003). Resource loss, resource gain, and emotional outcomes among inner-city women. Journal of Personality and Social Psychology, 84(3), 632-643.
  • Kanten, P. (2014). The antecedents of job crafting: Perceived organizational support, job characteristics, and self-efficacy. European Journal of Business and Social Sciences, 3(5), 113-128.
  • King, N., & Anderson, N. (1995). Innovation and change in organizations. Routledge. Kirkendall, C. D. (2013). Job crafting: The pursuit of happiness at work (Doctoral dissertation, Wright State University).
  • Lang, J., Bliese, P. D., Lang, J. W., & Adler, A. B. (2011). Work gets unfair for the depressed: Cross-lagged relations between organizational justice perceptions and depressive symptoms. Journal of Applied Psychology, 96(3), 602-618.
  • Li, J., Sekiguchi, T., & Hosomi, M. (2014). A multilevel investigation of individual and contextual effects on employee job crafting. Asian Business & Management, 13(3), 225-252. https://doi.org/10.1057/abm.2014.2
  • Madrid, H. P., Totterdell, P., Niven, K., & Barros, E. (2016). Leader affective presence and innovation in teams. Journal of Applied Psychology, 101(5), 673-686.
  • Madsen, S. R., Miller, D., & John, C. R. (2005). Readiness for organizational change: Do organizational commitment and social relationships in the workplace make a difference? Human Resource Development Quarterly, 16(2), 213-234.
  • Michel, A., Stegmaier, R., & Sonntag, K. (2013). Development and validation of the change-related behavior questionnaire. Journal of Organizational Change Management, 26(5), 725–750. https://doi.org/10.1108/JOCM-11-2011-0133
  • Ming-Chu, Y., & Meng-Hsiu, L. (2015). Unlocking the black box: Exploring the link between perceived organizational support and resistance to change. Asia Pacific Management Review, 20(3), 177-183.
  • Niessen, C., Weseler, D., & Kostova, P. (2016). When and why do individuals craft their jobs? The role of individual motivation and work characteristics for job crafting. Human Relations, 69(6), 1287-1313. https://doi.org/10.1177/0018726715610642
  • Okun, M. A., & Lockwood, C. M. (2003). Does level of assessment moderate the relation between social support and social negativity? A meta-analysis. Basic and Applied Social Psychology, 25(1), 15-35.
  • Oreg, S. (2003). Resistance to change: Developing an individual differences measure. Journal of Applied Psychology, 88(4), 680–693.
  • Oreg, S., & van Dam, K. (2009). Antecedents of resistance to change: The role of individual differences in affect and self-concept. In J. Greenberg & J. A. Colquitt (Eds.), Handbook of Organizational Justice (pp. 597–616). Psychology Press.
  • Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. The Journal of Applied Behavioral Science, 47(4), 461-524. https://doi.org/10.1177/0021886310396550
  • Peccei, R., Giangreco, A., & Sebastiano, A. (2011). The role of organisational commitment in the analysis of resistance to change: Co‐predictor and moderator effects. Personnel Review.
  • Petrou, P., Demerouti, E., Peeters, M. C., Schaufeli, W. B., & Hetland, J. (2012). Crafting a job on a daily basis: Contextual correlates and the link to work engagement. Journal of Organizational Behavior, 33(8), 1120-1141. https://doi.org/10.1002/job.1783
  • Petrou, P., Demerouti, E., & Schaufeli, W. B. (2018). Crafting the change: The role of employee job crafting behaviors for successful organizational change. Journal of Management, 44(5), 1766-1792. https://doi.org/10.1177/0149206315624961
  • Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783-794.
  • Rafferty, A. E., & Simons, R. H. (2006). An examination of the antecedents of readiness for fine-tuning and corporate transformation changes. Journal of Business and Psychology, 20(3), 325-350.
  • Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698–714.
  • Riggle, R. J., Edmondson, D. R., & Hansen, J. D. (2009). A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research. Journal of Business Research, 62(10), 1027–1030.
  • Shanock, L. R., & Eisenberger, R. (2006). When supervisors feel supported: Relationships with subordinates’ perceived supervisor support, perceived organizational support, and performance. Journal of Applied Psychology, 91(3), 689–695.
  • Sekiguchi, T., Li, J., & Hosomi, M. (2014). Determinants of job crafting among part-time and full-time employees in Japan: A relational perspective. Asian Business & Management, 13(3), 225-252. https://doi.org/10.1057/abm.2014.2
  • Self, D. R., Armenakis, A. A., & Schraeder, M. (2007). Organizational change content, process, and context: A simultaneous analysis of employee reactions. Journal of Change Management, 7(2), 211-229.
  • Shantz, A., Alfes, K., & Latham, G. P. (2016). The buffering effect of perceived organizational support on the relationship between work engagement and behavioral outcomes. Human Resource Management, 55(1), 25-38.
  • Shin, J., Taylor, M. S., & Seo, M. G. (2012). Resources for change: The relationships of organizational inducements and psychological resilience to employees’ attitudes and behaviors toward organizational change. Academy of Management Journal, 55(3), 727-748.
  • Smollan, R. K., & Morrison, R. L. (2019). Supporting others through stressful organizational change. The Journal of Applied Behavioral Science, 55(3), 327-351. https://doi.org/10.1177/0021886319831209
  • Tan, L., Wang, Y., Qian, W., & Lu, H. (2020). Leader humor and employee job crafting: The role of employee-perceived organizational support and work engagement. Frontiers in Psychology, 11, 499849.
  • Tims, M., & Bakker, A. B. (2010). Job crafting: Towards a new model of individual job redesign. SA Journal of Industrial Psychology, 36(2), 1-9.
  • Tims, M., Bakker, A. B., & Derks, D. (2012). Development and validation of the job crafting scale. Journal of Vocational Behavior, 80(1), 173-186. https://doi.org/10.1016/j.jvb.2011.05.009
  • Tims, M., Bakker, A. B., & Derks, D. (2014). Daily job crafting and the self-efficacy–performance relationship. Journal of Managerial Psychology.
  • Tsai, C. Y., Horng, J. S., Liu, C. H., & Hu, D. C. (2015). Work environment and atmosphere: The role of organizational support in the creativity performance of tourism and hospitality organizations. International Journal of Hospitality Management, 46, 26-35.
  • Vakola, M., Petrou, P., & Katsaros, K. (2020). Work engagement and job crafting as conditions of ambivalent employees’ adaptation to organizational change. The Journal of Applied Behavioral Science, 57(1), 57-79. https://doi.org/10.1177/0021886320967173
  • Vatankhah, S., Javid, E., & Raoofi, A. (2017). Perceived organizational support as the mediator of the relationships between high-performance work practices and counterproductive work behavior: Evidence from the airline industry. Journal of Air Transport Management, 59, 107-115.
  • Weber, P. S., & Weber, J. E. (2001). Changes in employee perceptions during organizational change. Leadership & Organization Development Journal.
  • Weick, K. E. (1995). Sensemaking in organizations. Sage Publications.
  • World Bank. (2024). Turkey Country Economic Memorandum: Reforms for Resilience. https://www.worldbank.org Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26, 179-201.
  • Wrzesniewski, A., LoBuglio, N., Dutton, J. E., & Berg, J. M. (2013). Job crafting and cultivating positive meaning and identity in work. Advances in Positive Organizational Psychology, 1(1), 281-302.
  • Yu, C., & Frenkel, S. J. (2013). Explaining task performance and creativity from perceived organizational support theory: Which mechanisms are more important? Journal of Organizational Behavior, 34(8), 1165-1181.

BANK CONCENTRATION AND COMPETITION; EVIDENCE FROM TÜRKİYE

Year 2025, Volume: 5 Issue: 1, 29 - 42, 30.06.2025
https://doi.org/10.61725/abj.1699872

Abstract

Liberalization of the banking sector has significantly transformed the market structure. The global and Turkish banking markets have become increasingly concentrated due to globalization. Higher concentration may lead to changes in market structure, reducing competition and establishing a situation where a few dominant banks control the market. The issue of competition and concentration should be assessed to create banking rules and reduce the danger of financial crises. It is crucial to properly evaluate, analyze, and comprehend the banking market structure. This research determines the competitive level of the Turkish banking sector from 2010 to 2020 through the Panzar-Rosse model and the concentration level via k-bank concentration ratio and HHI (Herfindahl Hirschman Index). As a result of concentration analyses, it is concluded that the Turkish banking sector is moderately concentrated. Monopolistic competition has been present throughout the 11 years analyzed. Furthermore, the level of competition exhibited minor fluctuations, indicating no significant changes during the analyzed time.

References

  • Aiken, C., & Keller, S. (2009). The irrational side of change management. McKinsey Quarterly, 2(10), 100-109.
  • American Psychological Association. (1995). Standards for educational and psychological testing. Author.
  • Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46(6), 681-703.
  • Armenakis, A. A., Harris, S. G., & Feild, H. S. (1999). Making change permanent: A model for institutionalizing change interventions. In W. A. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development (Vol. 12, pp. 97-128). JAI Press.
  • Altay, S. (2024). Trade policy review of Turkey. The World Economy, 47(9), 3861–3892. https://doi.org/10.1111/twec.13609
  • Bakker, A. B., Tims, M., & Derks, D. (2012). Proactive personality and job performance: The role of job crafting and work engagement. Human Relations, 65(10), 1359-1378.
  • Bandura, A. (1991). Social cognitive theory of self-regulation. Organizational Behavior and Human Decision Processes, 50(2), 248–287.
  • Berg, J. M., Wrzesniewski, A., & Dutton, J. E. (2010). Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity. Journal of Organizational Behavior, 31(2‐3), 158-186.
  • Berg, J., Dutton, J. E., & Wrzesniewski, A. (2013). Job crafting and meaningful work. In Z. S. Byrne & M. F. Steger (Eds.), Purpose and meaning in the workplace (pp. 81-104). American Psychological Association.
  • Blau, P. M. (1964). Exchange and power in social life. John Wiley & Sons.
  • Bruning, P. F., & Campion, M. A. (2018). A role–resource approach–avoidance model of job crafting: A multimethod integration and extension of job crafting theory. Academy of Management Journal, 61(2), 499-522. https://doi.org/10.5465/amj.2015.0604
  • Caldwell, S. D., Herold, D. M., & Fedor, D. B. (2004). Toward an understanding of the relationships among organizational change, individual differences, and changes in person-environment fit: A cross-level study. Journal of Applied Psychology, 89(5), 868.
  • Caesens, G., Marique, G., Hanin, D., & Stinglhamber, F. (2016). The relationship between perceived organizational support and proactive behaviour directed towards the organization. European Journal of Work and Organizational Psychology, 25(3), 398-411.
  • Col, G. (2004). Algılanan örgütsel destek ölçeği: Geçerlik ve güvenirlik çalışması. Ankara Üniversitesi SBF Dergisi, 59(1), 181–201.
  • Choi, M. (2011). Employees’ attitudes toward organizational change: A literature review. Human Resource Management, 50(4), 479–500. https://doi.org/10.1002/hrm.20434
  • Cullinane, S. J. (2013). Job design under lean manufacturing and the quality of working life: A job demands and resources perspective. International Journal of Human Resource Management, 24(12), 2563–2585. https://doi.org/10.1080/09585192.2013.777936
  • Cummings, T. G., & Worley, C. G. (2014). Organization development and change (10th ed.). Cengage Learning.
  • Cutcher, L. (2009). Resisting change from within and without the organization. Journal of Organizational Change Management.
  • Eby, L. T., Adams, D. M., Russell, J. E., & Gaby, S. H. (2000). Perceptions of organizational readiness for change: Factors related to employees’ reactions to the implementation of team-based selling. Human Relations, 53(3), 419–442.
  • Eisenberger, R., Fasolo, P., & Davis-LaMastro, V. (1990). Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75(1), 51–59. https://doi.org/10.1037/0021-9010.75.1.51
  • Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507.
  • Elias, S. M. (2009). Employee commitment in times of change: Assessing the importance of attitudes toward organizational change. Journal of Management, 35(1), 37-55.
  • Engemann, K. N., Engemann, K. J., & Scott, C. W. (Eds.). (2022). Organizational risk management: Managing for uncertainty and ambiguity. Walter de Gruyter GmbH & Co KG.
  • Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), 218-226.
  • French, W. L., Bell, C., & Zawacki, R. A. (2005). Organization development and transformation: Managing effective change. Macmillan/McGraw-Hill School.
  • Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50(2), 327-347. https://doi.org/10.5465/amj.2007.24634438
  • Gupta, V., Agarwal, U. A., & Khatri, N. (2016). The relationships between perceived organizational support, affective commitment, psychological contract breach, organizational citizenship behaviour, and work engagement. Journal of Advanced Nursing, 72(11), 2806-2817.
  • Herold, D. M., Fedor, D. B., & Caldwell, S. D. (2007). Beyond change management: A multilevel investigation of contextual and personal influences on employees’ commitment to change. Journal of Applied Psychology, 92(4), 942.
  • Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. The American Psychologist, 44(3), 513-524.
  • Hobfoll, S. E., Freedy, J., Lane, C., & Geller, P. (1990). Conservation of social resources: Social resource theory. Journal of Social and Personal Relationships, 7(4), 465-478.
  • Hobfoll, S. E., Johnson, R. J., Ennis, N., & Jackson, A. P. (2003). Resource loss, resource gain, and emotional outcomes among inner-city women. Journal of Personality and Social Psychology, 84(3), 632-643.
  • Kanten, P. (2014). The antecedents of job crafting: Perceived organizational support, job characteristics, and self-efficacy. European Journal of Business and Social Sciences, 3(5), 113-128.
  • King, N., & Anderson, N. (1995). Innovation and change in organizations. Routledge. Kirkendall, C. D. (2013). Job crafting: The pursuit of happiness at work (Doctoral dissertation, Wright State University).
  • Lang, J., Bliese, P. D., Lang, J. W., & Adler, A. B. (2011). Work gets unfair for the depressed: Cross-lagged relations between organizational justice perceptions and depressive symptoms. Journal of Applied Psychology, 96(3), 602-618.
  • Li, J., Sekiguchi, T., & Hosomi, M. (2014). A multilevel investigation of individual and contextual effects on employee job crafting. Asian Business & Management, 13(3), 225-252. https://doi.org/10.1057/abm.2014.2
  • Madrid, H. P., Totterdell, P., Niven, K., & Barros, E. (2016). Leader affective presence and innovation in teams. Journal of Applied Psychology, 101(5), 673-686.
  • Madsen, S. R., Miller, D., & John, C. R. (2005). Readiness for organizational change: Do organizational commitment and social relationships in the workplace make a difference? Human Resource Development Quarterly, 16(2), 213-234.
  • Michel, A., Stegmaier, R., & Sonntag, K. (2013). Development and validation of the change-related behavior questionnaire. Journal of Organizational Change Management, 26(5), 725–750. https://doi.org/10.1108/JOCM-11-2011-0133
  • Ming-Chu, Y., & Meng-Hsiu, L. (2015). Unlocking the black box: Exploring the link between perceived organizational support and resistance to change. Asia Pacific Management Review, 20(3), 177-183.
  • Niessen, C., Weseler, D., & Kostova, P. (2016). When and why do individuals craft their jobs? The role of individual motivation and work characteristics for job crafting. Human Relations, 69(6), 1287-1313. https://doi.org/10.1177/0018726715610642
  • Okun, M. A., & Lockwood, C. M. (2003). Does level of assessment moderate the relation between social support and social negativity? A meta-analysis. Basic and Applied Social Psychology, 25(1), 15-35.
  • Oreg, S. (2003). Resistance to change: Developing an individual differences measure. Journal of Applied Psychology, 88(4), 680–693.
  • Oreg, S., & van Dam, K. (2009). Antecedents of resistance to change: The role of individual differences in affect and self-concept. In J. Greenberg & J. A. Colquitt (Eds.), Handbook of Organizational Justice (pp. 597–616). Psychology Press.
  • Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. The Journal of Applied Behavioral Science, 47(4), 461-524. https://doi.org/10.1177/0021886310396550
  • Peccei, R., Giangreco, A., & Sebastiano, A. (2011). The role of organisational commitment in the analysis of resistance to change: Co‐predictor and moderator effects. Personnel Review.
  • Petrou, P., Demerouti, E., Peeters, M. C., Schaufeli, W. B., & Hetland, J. (2012). Crafting a job on a daily basis: Contextual correlates and the link to work engagement. Journal of Organizational Behavior, 33(8), 1120-1141. https://doi.org/10.1002/job.1783
  • Petrou, P., Demerouti, E., & Schaufeli, W. B. (2018). Crafting the change: The role of employee job crafting behaviors for successful organizational change. Journal of Management, 44(5), 1766-1792. https://doi.org/10.1177/0149206315624961
  • Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783-794.
  • Rafferty, A. E., & Simons, R. H. (2006). An examination of the antecedents of readiness for fine-tuning and corporate transformation changes. Journal of Business and Psychology, 20(3), 325-350.
  • Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698–714.
  • Riggle, R. J., Edmondson, D. R., & Hansen, J. D. (2009). A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research. Journal of Business Research, 62(10), 1027–1030.
  • Shanock, L. R., & Eisenberger, R. (2006). When supervisors feel supported: Relationships with subordinates’ perceived supervisor support, perceived organizational support, and performance. Journal of Applied Psychology, 91(3), 689–695.
  • Sekiguchi, T., Li, J., & Hosomi, M. (2014). Determinants of job crafting among part-time and full-time employees in Japan: A relational perspective. Asian Business & Management, 13(3), 225-252. https://doi.org/10.1057/abm.2014.2
  • Self, D. R., Armenakis, A. A., & Schraeder, M. (2007). Organizational change content, process, and context: A simultaneous analysis of employee reactions. Journal of Change Management, 7(2), 211-229.
  • Shantz, A., Alfes, K., & Latham, G. P. (2016). The buffering effect of perceived organizational support on the relationship between work engagement and behavioral outcomes. Human Resource Management, 55(1), 25-38.
  • Shin, J., Taylor, M. S., & Seo, M. G. (2012). Resources for change: The relationships of organizational inducements and psychological resilience to employees’ attitudes and behaviors toward organizational change. Academy of Management Journal, 55(3), 727-748.
  • Smollan, R. K., & Morrison, R. L. (2019). Supporting others through stressful organizational change. The Journal of Applied Behavioral Science, 55(3), 327-351. https://doi.org/10.1177/0021886319831209
  • Tan, L., Wang, Y., Qian, W., & Lu, H. (2020). Leader humor and employee job crafting: The role of employee-perceived organizational support and work engagement. Frontiers in Psychology, 11, 499849.
  • Tims, M., & Bakker, A. B. (2010). Job crafting: Towards a new model of individual job redesign. SA Journal of Industrial Psychology, 36(2), 1-9.
  • Tims, M., Bakker, A. B., & Derks, D. (2012). Development and validation of the job crafting scale. Journal of Vocational Behavior, 80(1), 173-186. https://doi.org/10.1016/j.jvb.2011.05.009
  • Tims, M., Bakker, A. B., & Derks, D. (2014). Daily job crafting and the self-efficacy–performance relationship. Journal of Managerial Psychology.
  • Tsai, C. Y., Horng, J. S., Liu, C. H., & Hu, D. C. (2015). Work environment and atmosphere: The role of organizational support in the creativity performance of tourism and hospitality organizations. International Journal of Hospitality Management, 46, 26-35.
  • Vakola, M., Petrou, P., & Katsaros, K. (2020). Work engagement and job crafting as conditions of ambivalent employees’ adaptation to organizational change. The Journal of Applied Behavioral Science, 57(1), 57-79. https://doi.org/10.1177/0021886320967173
  • Vatankhah, S., Javid, E., & Raoofi, A. (2017). Perceived organizational support as the mediator of the relationships between high-performance work practices and counterproductive work behavior: Evidence from the airline industry. Journal of Air Transport Management, 59, 107-115.
  • Weber, P. S., & Weber, J. E. (2001). Changes in employee perceptions during organizational change. Leadership & Organization Development Journal.
  • Weick, K. E. (1995). Sensemaking in organizations. Sage Publications.
  • World Bank. (2024). Turkey Country Economic Memorandum: Reforms for Resilience. https://www.worldbank.org Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26, 179-201.
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There are 69 citations in total.

Details

Primary Language English
Subjects Finance
Journal Section Research Articles
Authors

Belma Arslan 0000-0002-8625-7880

Publication Date June 30, 2025
Submission Date May 15, 2025
Acceptance Date June 29, 2025
Published in Issue Year 2025 Volume: 5 Issue: 1

Cite

APA Arslan, B. (2025). BANK CONCENTRATION AND COMPETITION; EVIDENCE FROM TÜRKİYE. AYBU Business Journal, 5(1), 29-42. https://doi.org/10.61725/abj.1699872
AMA Arslan B. BANK CONCENTRATION AND COMPETITION; EVIDENCE FROM TÜRKİYE. AYBU Business Journal. June 2025;5(1):29-42. doi:10.61725/abj.1699872
Chicago Arslan, Belma. “BANK CONCENTRATION AND COMPETITION; EVIDENCE FROM TÜRKİYE”. AYBU Business Journal 5, no. 1 (June 2025): 29-42. https://doi.org/10.61725/abj.1699872.
EndNote Arslan B (June 1, 2025) BANK CONCENTRATION AND COMPETITION; EVIDENCE FROM TÜRKİYE. AYBU Business Journal 5 1 29–42.
IEEE B. Arslan, “BANK CONCENTRATION AND COMPETITION; EVIDENCE FROM TÜRKİYE”, AYBU Business Journal, vol. 5, no. 1, pp. 29–42, 2025, doi: 10.61725/abj.1699872.
ISNAD Arslan, Belma. “BANK CONCENTRATION AND COMPETITION; EVIDENCE FROM TÜRKİYE”. AYBU Business Journal 5/1 (June2025), 29-42. https://doi.org/10.61725/abj.1699872.
JAMA Arslan B. BANK CONCENTRATION AND COMPETITION; EVIDENCE FROM TÜRKİYE. AYBU Business Journal. 2025;5:29–42.
MLA Arslan, Belma. “BANK CONCENTRATION AND COMPETITION; EVIDENCE FROM TÜRKİYE”. AYBU Business Journal, vol. 5, no. 1, 2025, pp. 29-42, doi:10.61725/abj.1699872.
Vancouver Arslan B. BANK CONCENTRATION AND COMPETITION; EVIDENCE FROM TÜRKİYE. AYBU Business Journal. 2025;5(1):29-42.