This study examines the potential mediating effect of nepotism in the relationship between subjective well-being and employee loyalty among aviation employees of a private airline company in Türkiye. Drawing on data from 289 valid surveys completed by cabin crew members of a private airline company in Istanbul, Türkiye, the analysis focuses on how nepotism shapes the relationship between these key organizational constructs. The subjective well-being, employee loyalty, and nepotism scales were utilized to measure relevant constructs, and data analysis was conducted using SPSS 22 and the bootstrapping technique. The findings reveal that subjective well-being positively and significantly influences employee loyalty, both directly and indirectly, through perceptions of nepotism. Specifically, increased levels of subjective well-being reduce perceptions of nepotism, which in turn enhances employee loyalty. This study provides new insights into the role of nepotism in the aviation sector, emphasizing the need for fair and meritocratic workplace practices to foster employee well-being and loyalty. The findings contribute to the literature by addressing the complex interplay between subjective well-being, nepotism, and employee loyalty, offering practical implications for human resource management and organizational strategies.

Uncertainty and crisis create a stressful environment. Among these environments, airline pilots must cope with this stress and manage their workload at the same time. Therefore, it is crucial to understand and study the effect of stress factors on the decision-making process of airline pilots to prevent undesired and unsafe events during flight operations. In this context, the aim of this study is to reveal the relationship between decision-making behaviors and stress management of civil aviation pilots. The study was conducted using the quantitative data analysis method. The data obtained from 206 captains and first mates working in a private airline company operating in Turkiye were analyzed using SPSS 20 and SMART PLS 4 programs. In the research findings, it was established that there were statistically significant relationships between coping with stress and decision-making behaviors. It was noted that pilots’ education level and average annual flight hours differed significantly in coping with stress and decision-making behaviors. As a result of the study, statistically significant relationships were observed between stress-coping methods and decision-making behaviors, which draws attention to the importance of pilots’ stress-coping methods. Accordingly, it is thought that planning scenario-based training simulators for pilots, enrolling qualified candidates in pilot training, and determining lower-limit rules for flight experience are important for effective decision-making processes.

Workplace ostracism can undermine employee morale, reduce productivity, and negatively impact organizational outcomes. Sparking leadership plays a vital role in shaping workplace culture and mitigating ostracism’s effects. This study investigates the mediating role of work engagement in the relationship between organizational ostracism and sparking leadership. It sheds light on how leaders can foster a more engaged workforce by reducing ostracism within organizations. It was designed as a quantitative causal survey. By examining data from 790 healthcare professionals in Turkey, the research highlights how sparking leadership can enhance work engagement and reduce ostracism. The findings show a significant negative correlation between sparking leadership and organizational ostracism, with work engagement serving as a key mediator. This study emphasizes the importance of sparking leadership in creating inclusive, high-performing workplace environments.

This study examines the impact of managers’ inclusive leadership behaviors on the innovative behaviors of employees who play critical roles in organizations. Grounded in Bandura’s Social Cognitive Theory (1986), it positions inclusive leadership as a key social and cognitive factor shaping employees’ capacity for innovation. Addressing a gap in the literature, the study explores how inclusive leadership fosters an environment that encourages and sustains innovative behavior. A quantitative research design was adopted using the relational survey model. Data were collected through the inclusive leadership scale and the innovative behavior scale. The study population comprised 8845 employees from a manufacturing company in Ankara, with a sample of 444 employees. Findings indicate that perceived inclusive leadership significantly and positively affects innovative behavior. However, the sub-dimensions of supporting group members, ensuring justice and equity, and shared decision-making did not yield significant effects. In contrast, encouraging diverse contributions and helping group members contribute fully positively and significantly influenced innovative behavior. These results suggest that inclusive leadership, when strategically leveraged, can cultivate an organizational culture that not only values diversity and inclusion but also actively enhances employees’ innovative potential. Strengthening leadership practices in this direction may serve as a critical pathway for organizations seeking to sustain competitive advantage in rapidly evolving industries.

This research aims to examine the literature on the Pygmalion effect, which is expressed as a self-fulfilling prophecy in the context of management organization from a bibliometric perspective. In this context, all relevant publications in the Web of Science database were scanned between 01-06.06.2024. In the first and second searches with the words Pygmalion, Pygmalion effect, Pygmalionism, management, and organization, a total of 27 research articles were subjected to content analysis within the scope of a systematic review. As a result of the content analysis, it was seen that although the Pygmalion effect has been found in the context of organization and management since 1979, there is a limited number of studies. These studies remain in the context of military organizations and individual performance. This limited literature, which reveals that the Pygmalion effect is important in the organizational context, sheds light on the variables that need to be investigated. It is obvious that the Pygmalion effect, starting with leadership and related variables, is a niche area where the Pygmalion effect can be examined at individual and group levels in the context of the organization, and many variables can be addressed in terms of antecedents and consequences.

This mini review explores the evolving role of Green Human Resource Management (GHRM) in advancing sustainability within organizational structures. As environmental concerns become increasingly central to global business agendas, organizations are compelled to expand their focus beyond profitability to incorporate ecological responsibility. Within this shift, GHRM emerges as a strategic approach that integrates environmental considerations into core human resource functions. The review synthesizes current literature to evaluate how HR practices such as recruitment, training, performance evaluation, and incentive systems are being adapted to support environmental goals. Evidence from qualitative analyses suggests that organizations are gradually embedding sustainability into their internal culture by prioritizing candidates with ecological awareness, offering sustainability-oriented training modules, and incorporating environmental contributions into performance appraisals. By reframing HR functions through a sustainability lens, GHRM facilitates a deeper organizational alignment with ecological objectives. Furthermore, the study highlights the potential of GHRM to foster long-term behavioral change among employees, encouraging the adoption of environmentally responsible practices across all levels of the organization. This review contributes to the growing discourse on sustainable management by emphasizing the strategic importance of human capital in achieving ecological and economic resilience.

Editorial As we embark on the 10th issue of Volume 1 of the Journal of Global Business Insights (JGBI), we are presented with a rich and diverse collection of research investigating human paradox research and practice. This issue features a diverse range of studies that illuminate emerging trends, address critical issues, and offer practical insights for both industry practitioners and academics. This issue is special for the Journal as it is the first special issue. Turkish Academy of Management has organized an annual meeting between 2-5 September 2024 in Istanbul, Turkiye. This special issue is organized to support the meeting. The JGBI invited researchers and practitioners to submit their original and high-quality papers for a special issue on Human Paradox Research and Practice. The special issue aims to provide a platform for interdisciplinary and cross-cultural dialogue on the theoretical, empirical, and practical aspects of human paradox in various domains, such as management, leadership, entrepreneurship, marketing, finance, accounting, ethics, sustainability, innovation, education, psychology, sociology, and anthropology. Human Paradox Human paradox is a phenomenon that describes the contradictory and complex nature of human behavior, cognition, and emotion in various contexts. Human paradox can manifest in different forms, such as ethical dilemmas, cultural conflicts, social dilemmas, identity crises, moral dissonance, and cognitive biases. Human paradox can have significant implications for individuals, organizations, and societies, especially in the era of globalization, digitalization, and uncertainty. We choose the special issue’s topic of human paradox to cover all the management and organization areas. Articles covered interesting literature like leadership, green human resource management, the Pygmalion effect, ostracism, stress management, decision-making, work engagement, and nepotism. Two accepted articles are from the aviation sector, and two are from the healthcare and manufacturing sectors. As planned, this issue could represent different sides of the human paradox.