An empirical study on the relationship of transformational leadership, organizational culture, learning organizations, organizational flexibility and performance: TOBB case

Innovative businesses that embrace alteration have begun to see organizational resilience as a competitive advantage. In environmental turbulence and uncertain situations, resilient organizations have the ability to adapt and by changing their structures in order to survive. Organizational resilience remains up-to-date with research in different scientific fields and an increasing trend has been observed in recent years. Although various suggestions are emphasized about the factors that create organizational resilience, more information is needed. In this study, transformational leadership, organizational culture and learning organizations, the "soft" elements of strategic management, are addressed as the hypothetical basis in the formation of organizational resilience. In the presented conceptual models, the first objective is to explain the effects of transformational leadership, organizational culture and learning organizations on organizational resilience and firm performance, and the second objective is to explain the mediating effect of organizational resilience on firm performance. According to the findings of the research, transformational leadership, organizational culture and learning organizations effect organizational resilience positively and significantly. At the same time, it has been determined that these variables have positive and significant effects on firm performance, both directly and through organizational resilience. The importance of the study is that it is the first study in which all the variables subject to the research were analyzed on the same platform. It is hoped that the findings will shed light on the predecessors and consequences of organizational resilience and also contribute to the organizational resilience literature from a more comprehensive perspective.