Triana, María del Carmen; Garcia, M.Fernanda; Richard, Orlando; Yücel, İlhami; Ahmed, Rawia

There are five generations of employees in the workforce. Such a distribution of ages makes it more likely that employees will be in non-traditional situations where workers are not only older but have more work experience, organizational tenure, or education than their supervisors. These situations reflect status incongruence and defy traditional workplace norms. We find that status incongruence with one's supervisor is negatively associated with job satisfaction. There is an indirect effect between status incongruence and organizational citizenship behavior (OCB) which is transmitted through job satisfaction. The relationship between status incongruence and job satisfaction is more negative when task interdependence with one's supervisor is higher rather than lower. Similarly, the relationship between status incongruence and OCB is more negative when task interdependence with one's supervisor is higher rather than lower. Results suggest that task interdependence may exacerbate employee responses to status incongruence.

Dedeoglu, Bekir Bora; Boğan, Erhan; Kucukergin, Kemal Gurkan; Birinci, Muhammet Cenk

This study aims to investigate the role of tourists’ xenophobia and travel constraints in terms of affecting image and choice of a given destination within the framework of generations. Although many existing studies have examined destination preference from different perspectives, the lack of analyses with specific references to generations and tourist xenophobia is striking. Therefore, it is believed that studying these structures on the basis of the complexity perspective paves the way for providing specific suggestions to researchers and destination management organizations. To this end and specifically, this study endeavors to reveal the importance of elements influencing the intention of potential Turkish tourists to visit France as a target destination using symmetric and asymmetric models.

Yucel, Ilhami; McMillan, Amy; Richard, Orlando C.

Grounded in social exchange theory logic, this study proposes that CEO transformational leadership causes high normative commitment among top executives but this relationship is nonlinear. Specifically, top executives in Turkey express less normative commitment when their CEOs exhibits moderate levels of transformational leadership than low or high levels of transformational leadership. Additionally, CEO transformational leadership exhibits a similar nonlinear relationship to affective commitment which fully mediated the J-shaped relationship between CEO transformational leadership and normative commitment. The findings highlight the need to consider the nonlinear effects of leadership types as well as implications for further exploration of antecedents of normative commitment.