Ali Fehmi Ünal

Uludag University, Business Management, Faculty Member

Rutgers, The State University of New Jersey, Rutgers Business School, Graduate Student

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Ali Fehmi Ünal holds a Ph.D. degree in Management from Rutgers, The State University of New Jersey. His dissertation focuses on the effects of cultural values and beliefs on the resolution of ethical dilemmas. He taught Organizational Behavior, Introduction to Management, Management Skills and Business Ethics at Rutgers Business School. His research interests include organizational behavior, cross-cultural management and business ethics. He has published in Journal of Business Ethics and Asia Pacific Journal of Management. Currently he holds an instructor position at the Faculty of Economics and Administrative Sciences at Uludag University. E-mail:[email protected]
Supervisors: Chao C. Chen

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Uludag University

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Yalova University

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Bogazici University, Istanbul, Turkey

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Ali Osman Ozturk

Bandirma Onyedi Eylul University

abdullah çalışkan

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Istanbul Medeniyet University

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İbrahim H Kayral

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Papers by Ali Fehmi Ünal

Group harmony in the workplace: Conception, measurement, and validation

Based on a literature review of Chinese traditional philosophies and social science research on s... more Based on a literature review of Chinese traditional philosophies and social science research on social harmony we formulated the group harmony construct, developed a scale, and tested its validity in two studies on 167 top management groups from China. Study 1 demonstrated convergent and discriminant validity of group harmony and evaluated its predictive validity against well-established constructs of relationship conflict, task conflict, group cohesiveness, psychological safety, and conflict avoidance. Study 2 further examined the construct and nomological validity of group harmony and tested the effects of group harmony and found that, as hypothesized , group harmony enhanced group innovative performance through increasing knowledge sharing among group members. However, instead of motivating innovative performance through fostering moderate levels of task conflict, group harmony

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The Normative Foundations of Unethical Supervision in Organizations

As research in the areas of unethical and ethical leadership grows, we note the need for more con... more As research in the areas of unethical and ethical leadership grows, we note the need for more consideration of the normative assumptions in the development of constructs. Here, we focus on a subset of this literature, the ''dark side'' of supervisory behavior. We assert that, in the absence of a normative grounding, scholars have implicitly adopted different intuitive ethical criteria, which has contributed to confusion regarding unethical and ethical supervisory behaviors as well as the proliferation of overlapping terms and fragmentation of research. Accordingly, we offer a definition of unethical supervision grounded in the normative theories and develop a framework of unethical supervision by analyzing the constructs associated with unethical supervision from a normative perspective. Our analysis suggests a heavy emphasis on violations of the right to dignity. We also note that utili-tarianism and certain forms of rights as well as justice have been largely overlooked in the unethical supervision literature. We conclude by considering the implications of our conceptualization for theory on the antecedents and consequences of unethical supervision and by explaining how our approach extends to the larger literature on unethical and ethical leadership.

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The Effects of Power Imbalance and Framing in Dyadic Negotiations

Although negotiation, in its various forms, occurs frequently and is used by everyone, negotiator... more Although negotiation, in its various forms, occurs frequently and is used by everyone, negotiators often fail to reach Pareto optimal solutions when there is integrative potential to expand the resources and yield higher joint outcomes. Power and framing of conflicts are two widely acknowledged factors that have been shown to affect distribution of resources and integrativeness of agreements. However, the effects of frame conditions on individual and mutual outcomes in power-asymmetric negotiations are largely unexplored. In an experimental study, we investigated the effect of gain-loss frames on negotiated agreements when power is unequally distributed. The results suggest that while different gain-loss frame adoptions of high and low power parties did not affect the integrativeness of the agreements, the distribution of resources was found to be significantly related to the frame conditions of the parties. ÖZET Müzakereler farklı biçimlerde sıklıkla gerçekleşmelerine ve hemen herkes tarafından kullanılmalarına rağmen, müzakereciler kaynakları genişletmenin ve ortak çıktıları artırmanın mümkün olduğu durumları değerlendirememekte ve genellikle optimal çözümlere ulaşmakta başarısız olmaktadırlar. Güç ve çatışmaların çerçevelenmesi faktörlerinin kaynakların dağıtımını ve anlaşmaların bütünleştiriciliğini (integrativeness) etkilediği literatürde genişçe kabul görmüştür. Ancak, çerçeveleme olgusunun, gücün taraflar arasında asimetrik olarak dağıldığı durumlarda bireysel ve ortak çıktıları nasıl etkileyeceği genel anlamda üzerinde durulmamış bir konudur. Gücün taraflar arasında eşit dağıtılmadığı durumlarda, müzakereyi kazançlar veya kayıplar açısından çerçevelemenin müzakere ile ulaşılan anlaşmalara etkisi deneysel bir çalışma ile araştırılmıştır. Sonuçlar güçlü ve güçsüz tarafların müzakereyi kazançlar veya kayıplar açısından çerçevelemelerinin anlaşmaların bütünleştiriciliğini etkilemediğini, kaynakların taraflar arasında paylaşımını ise önemli ölçüde etkilediğini göstermektedir.

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Two Faces Of Janus: A Critical Perspective On The Balanced Scorecard

Nowadays, the actors such as consultants, management gurus, business schools and popular press wh... more Nowadays, the actors such as consultants, management gurus, business schools and popular press who frequently hold a place on the supply side of management knowledge production processes, invent and diffuse countless ma- nagerial tools at a rattling rate. Adoption of these devices by those with obsessive demand without any questioning may engender two main problems. Firstly, the users who perceive these tools as panaceas for all managerial illnesses and do not commonly grasp their core philosophies, may not benefit from these practices to the extent anticipated and they may squander their scant resources irresponsibly. Secondly, managerial devices, while not deserving com- plete criticism, may gain notoriety as the latest fashions or fads due to inappropriate selection by organizations and positive sides of these tools can be overlooked. This study examines some theoretical and methodological points of the Balanced Scorecard (BSC), which has been glorified as one of the most important managerial innovations of the last two decades. The main purpose of the current study is not to discredit the BSC but rather to create a more down to earth picture of the technique in the minds of actual and potential users by enlightening them about controver- sial facets of BSC, the other face of Janus, contrary to the orthodox BSC literature which unreservedly sanctifies the tool.

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Group harmony in the workplace: Conception, measurement, and validation

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The Normative Foundations of Unethical Supervision in Organizations

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The Effects of Power Imbalance and Framing in Dyadic Negotiations

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Two Faces Of Janus: A Critical Perspective On The Balanced Scorecard

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Ali Fehmi Ünal

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