Workplace isolation and job performance： A study on carpet weaving women

Workplace isolation has been recognized as a critical issue in organizational theory. Studies have found that employees who felt isolated might also show low performance in their organizations. However, there is very little empirical research about the relationship between perceived isolation and job performance, and most of the studies were conducted on salespeople working in the virtual offices. In this study, it is aimed to investigate the relationship between workplace isolation and job performance in terms of productivity and emotional outcomes of carpet weaver women. In order to do this, job performance of a sample of 238 employees who were exposed to a radical workplace change was analyzed. The means of the performance variables before and after five years of the workplace change were statistically compared via paired sample t-tests and the results indicated significant differences between pre and post means of the performance variables. A qualitative research was also carried out through a number of in-depth interviews with the carpet weavers to enrich the breadth and depth of the findings. Findings of the qualitative study replicated the results of the quantitative study that monotonous and unsocial working conditions lowered the job performance of the employees.     

The interplay of corporate social responsibility and corporate political activity in emerging markets: The role of strategic flexibility in non‐market strategies

Corporate social responsibility (CSR) and corporate political activities are complementary, and the coordinated management of corporate social responsibility and corporate political activities may lead to better firm performance. However, corporate social responsibility and corporate political activities should be aligned carefully to utilize this complementarity. Strategic flexibility, which is the ability of a firm to adapt to changes in the external environment and make necessary organizational modifications quickly, can help firms to align their corporate social responsibility and corporate political activities. This paper empirically investigates the political dimension and the interactive dimension which describes interactions between corporate social responsibility and corporate political activities together with strategic flexibility and their effects on firm performance through a study of 142 firms in Turkey using moderated multiple regression methods. The results show that, while the political dimension had an inverted U‐shaped effect on firm performance, indicating that only a moderate level of corporate political activities may improve financial performance, the interactive dimension had positive but limited implications for performance. Finally, it was found strategic flexibility plays a positive moderating role on the relationships between the interactive dimension and firm performance. It is concluded that complementarity between corporate social responsibility and corporate political activities which may result in better performance is contingent on strategic flexibility.