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Örgütsel Şeffaflık

Yıl 2025, Cilt: 23 Sayı: 55, 201 - 228, 25.01.2025
https://doi.org/10.35408/comuybd.1482858

Öz

Bilgi teknolojilerinin benzeri görülmemiş miktarda bilgiye erişim sağlaması üretimden tüketime, günlük yaşamdan kamusal alana kadar büyük değişimlere yol açmaktadır. Yaşanan bilgi patlaması, bilgiyi çok daha fazla görünür kılmakta ve onu hayatın merkezine taşımaktadır. Böylelikle evvel ezel önemli olan ‘‘bilgi’’, teknolojinin ve küreselleşmenin de etkisiyle yakın döneme damgasını vurmaktadır. Bu doğrultuda, tarih boyunca değişim ve dönüşüm içerisinde devinen toplum kavramı, tarımdan sanayiye ve günümüzde teknolojinin hayatın her alanına nüfuz etmesiyle birlikte de bilgi toplumuna doğru evrimleşmektedir. ‘‘Şeffaflık’’ ise bilgi toplumunun sosyal değerlerinden biri olarak kabul edilmektedir. Özellikle son birkaç on yıllık süreç içerisinde, devlet yönetimleri ve örgütler ile ilgili yaşanan büyük çaplı skandalların ve yolsuzlukların yarattığı olumsuz sonuçlar, bu kavramın bilgi toplumunun bir değeri olarak benimsenmesinde büyük bir rol oynamıştır. Çevresel, ekonomik ve sosyal birçok yıkıma neden olan skandalların ve yolsuzlukların sonucunda çalışanların, müşterilerin ve diğer tüm paydaşların beklentileri; örgütlerin daha şeffaf davranması için bir baskı ortamı oluşturmaktadır. Yaşanan tüm bu gelişmelerle birlikte bilgiye erişimin çok daha kolay bir hale geldiği ve teşvik edildiği günümüzde şeffaflık, daha da önemli bir role bürünerek örgütler açısından birtakım farklı dinamikleri beraberinde getirmektedir.

Gerek akademik gerekse gündelik hayatta şeffaflık; şeffaf örgütten şeffaf iletişime, şeffaf iklimden şeffaf liderliğe, şeffaf yönetişimden şeffaf süreçlere (ör. şeffaf işe alım politikası, şeffaf finansal raporlama, şeffaf…) kadar birçok farklı dinamiği ‘‘niteleyerek’’ dillere pelesenk olan bir kavram olarak ortaya çıkmaktadır... Peki ama ‘‘şeffaflık’’ ile tam olarak ne kastedilmektedir? Örgütsel şeffaflık bu kullanımların neresinde konumlanmaktadır? Bu sorulardan da yola çıkarak, bu çalışmada görece yeni sayılabilecek örgütsel şeffaflık kavramı ile ilgili yapılan kapsamlı literatür taraması paylaşılmakta; şeffaflığın tanımına, tarihsel kökenlerine değinilmekte ve örgütsel değişkenlerle olan ilişkisi incelenmektedir.

Kaynakça

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Organizational Transparency

Yıl 2025, Cilt: 23 Sayı: 55, 201 - 228, 25.01.2025
https://doi.org/10.35408/comuybd.1482858

Öz

The unprecedented access to information enabled by information technologies is driving fundamental changes across all spheres - from production to consumption, and from daily life to public domains. The current information explosion has made information increasingly visible and central to modern life. While information has always been crucial throughout history, it has become particularly defining of our recent era through the combined forces of technology and globalization. Throughout history, as the concept of society has continuously evolved from agricultural to industrial and recently into an information society through technology's pervasive influence, transparency has emerged as a core society. The negative consequences of major scandals and corruption cases involving governmental bodies and organizations, particularly over the past few decades, have also been instrumental in establishing transparency as a fundamental value of this society. The environmental, economic, and social devastation caused by these incidents has led to increased pressure from employees, customers, and other stakeholders for greater organizational transparency. In today's environment of enhanced information accessibility and advocacy, transparency has taken on even greater significance, introducing new dynamics for organizations to navigate.

In both academic discourse and everyday context, transparency has become a buzzword, characterizing various aspects - from transparent organization to transparent communication, from transparent climate to transparent leadership, from transparent governance to transparent processes (e.g. transparent recruitment policy, transparent financial reporting, transparent...). However, what really is meant by transparency? How does organizational transparency fit within these various applications? Based on these questions, this study presents a comprehensive literature review regarding the relatively novel concept of organizational transparency, including the definition of the concept, its historical roots, and the examination of its relationships with different organizational variables.

Kaynakça

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  • Men, L. R., O’Neil, J. ve Ewing, M. (2020a). From the employee perspective: organizations’ administration of ınternal social media and the relationship between social media engagement and relationship cultivation. International Journal of Business Communication, 60(2), 375-402. doi:10.1177/23 29488420949968
  • Men, L. R., O’Neil, J. ve Ewing, M. (2020b). Examining the effects of internal social media on employee engagement. Public Relations Review, 46(2). doi:10.1016/j.pubrev.2020.101880
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  • Orhan, U. (2016). Yönetişimin hatalı karar vermeye etkisi: Çimento sektöründe bir araştırma. Uluslararası Alanya İşletme Fakültesi Dergisi, 7(1). Erişim adresi: https://dergipark.org.tr/tr/pub/uaifd/issue/21602/232010
  • Palanski, M.E., Kahai, S.S. ve Yammarino, F.J. (2011). Team virtues and performance: An examination of transparency, behavioral integrity, and trust. Journal of Business Ethics, 99(2), 201-216. doi:10.1007/s10551-010-0650-7
  • Parreira, A., Moura, R. D. ve Lorga da Silva, A. (2019). Constitutional knowledge and its impact on citizenship exercise in a networked society. A. Melro ve L. Oliveira (Ed.). Knowledge Society: Participation, Transparency, and Trust as Factors of Citizenship (s. 27-54) içinde. IGI Global. doi:10.4018/978-1-5225-8350-9.ch002
  • Parris, D. L., Dapko, J. L., Arnold, R. W. ve Arnold, D. (2016). Exploring transparency: A new framework for responsible business management. Management Decision, 54(1), 222-247. doi:10.1108/md-07-2015-0279
  • Phillips, F., Yu, C.-Y., Hameed, T. ve El Akhdary, M. A. (2017). The knowledge society’s origins and current trajectory. International Journal of Innovation Studies, 1(3), 175-191. doi:10.1016/j.ijis.2017.08.001
  • Rawlins, B. (2009). Give the emperor a mirror: Toward developing a stakeholder measurement of organizational transparency. Journal of Public Relations Research, 21(1), 71-99. doi:10.1080/10627260802153421
  • Ruppel, C., Stranzl, J. ve Einwiller, S. (2022). Employee-centric perspective on organizational crisis: How organizational transparency and support help to mitigate employees’ uncertainty, negative emotions and job disengagement. Corporate Communications: An International Journal, 27(5), 1-22. doi:10.1108/CCIJ-04-2022-0045
  • Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-618.doi:10.1108/02683940610690169
  • Schnackenberg, A. K. ve Tomlinson, E. C. (2016). Organizational transparency. Journal of Management, 42(7), 1784-1810.doi:10.1177/0149206314525202
  • Schnackenberg, A. K., Tomlinson, E. ve Coen, C. (2020). The dimensional structure of transparency: A construct validation of transparency as disclosure, clarity, and accuracy in organizations. Human Relations, 74(10), 1628-1660. doi:10.1177/0018726720933317
  • Schyns, B., Torka, N. ve Gössling, T. (2007). Turnover intention and preparedness for change: Exploring leader‐member exchange and occupational self‐efficacy as antecedents of two employability predictors. Career Development International, 12(7), 660-679. doi:10.1108/13620430710834413
  • Seyfullahoğulları, Ç. A. (2018). İşten ayrılma niyeti. İstanbul: Türkmen Kitabevi.
  • Shore, L. M., Tetrick, L. E., Taylor, M. S., Shapiro, J. A.-M. C., Liden, R. C., Parks, J. M., Morrison, E. W., ... Dyne, L. (2004). The employee-organization relationship: A timely concept in a period of transition. J. J. Martocchio (Ed.). Research in personnel and human resources management (23, s. 291–370) içinde. Elsevier Science/JAI Press. doi:10.1016/S0742-7301(04)23007-9
  • Smit, B. W. ve Montag-Smit, T. (2018). The role of pay secrecy policies and employee secrecy preferences in shaping job attitudes. Human Resource Management Journal, 28(2), 304-324. doi:10.1111/1748-8583.12180 Strom, K. (2022, 30 Mart). On transparency [Blog yazısı]. Erişim adresi: https://ethicspolicy.unc.edu/new s/2022/03/30/on-transparency/
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  • Üçler, Ç. ve Taştan, S., (2017). Investigating the relations of psychological contract, organizational transparency and leader-member exchange with employee performance behaviors. İşte Davranış Dergisi, 2, 89-107.Erişim adresi: https://dergipark.org.tr/tr/pub/idd/issue/28955/344708
  • Ünal, Z. M. ve Turgut, T. (2015). The buzzword: Employee engagement. Does person-organization fit have a contribution on employee engagement. Iranian Journal of Management Studies, 8(2), 157-179. Erişim adresi: https://ijms.ut.ac.ir/article_52320.html
  • Van Vulpen, E. (2020, 7 Aralık). A practitioner’s guide to organizational effectiveness [Blog yazısı]. Erişim adresi: https://www.aihr.com/blog/organizational-effectiveness/
  • Vogelgesang, G.R. ve Lester, P.B. (2009). Transparency: How leaders can get results by laying it on the line. Organizational Dynamics, 38(4), 252-260. doi:10.1016/j.orgdyn.2009.07.003
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  • Walumbwa, F. O., Luthans, F., Avey, J. B. ve Oke, A. (2011). Authentically leading groups: The mediating role of collective psychological capital and trust. Journal of Organizational Behavior, 32(1), 4-24. doi:10.1002/job.653
  • Wehmeier, S. ve Raaz, O. (2012). Transparency matters: The concept of organizational transparency in the academic discourse. Public Relations Inquiry, 1(3), 337-366. doi:10.1177/2046147x12448580
Toplam 85 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular Örgütsel Davranış
Bölüm Derleme
Yazarlar

Fatma Melisa Özkanlı 0000-0002-2360-761X

Tülay Turgut 0000-0002-6022-1652

Yayımlanma Tarihi 25 Ocak 2025
Gönderilme Tarihi 13 Mayıs 2024
Kabul Tarihi 12 Ocak 2025
Yayımlandığı Sayı Yıl 2025 Cilt: 23 Sayı: 55

Kaynak Göster

APA Özkanlı, F. M., & Turgut, T. (2025). Örgütsel Şeffaflık. Yönetim Bilimleri Dergisi, 23(55), 201-228. https://doi.org/10.35408/comuybd.1482858

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