Bir kurumda yapılan kültür projesi ve algılanış biçimi, antropolojik açıdan gözlemleme çalışması

This thesis covers the examination of the "Values Transformation Project", which is being carried out in a technology company operating in the IT sector, from an anthropological point of view. Another important part of this work is that it shows the "Action Research" feature partially, if not completely. According to Panneeret al. (2016) Business Anthropology is divided into three parts: organizational anthropology, anthropology of marketing and consumer behavior, and design anthropology. This study is a study in the first part. At the beginning of my work, the subject I wanted to investigate was how "values", which is the subject of all social sciences, are perceived on the basis of individuals after the conflict of habitus of all areas they belong to, and whether the power relationship, that is, hierarchy and strategy, changes this perception. However, as the work progressed, what started to emerge more clearly: the reaction of the management, who held the power, or rather the capital, and the employees who were given the task of transformation and who only held the "intangible capital" but no other capital, and whether this task has been accepted or not. Basically, qualitative methods were used in the field. These are participant observation and in-depth interview methods. However, since this study covers a project and both qualitative and quantitative methods are used in organizations, the results of the quantitative and qualitative researches carried out by the project team were also used to make the study more inclusive and to strengthen it in terms of triangulation. When the fieldwork is finished, two results emerge. The first of these is the establishment of a relationship of trust that employees understand and expect from value work. Almost all of the employees stated that values should create a relationship of trust and that what is really needed is trust, either openly or implicitly. Another result is that, this transformation is mostly seen as a cultural transformation within the this transformation was again the subject of Bourdieu's "area", "habitus" and "capital" in terms of which agent(s) is considered responsible in the field. In the interviews, both managers as agents holding economic capital and employees as owners of human capital said that this task should be embraced more by managers and their guidance and actions are important in the whole process. During the study, the pandemic process came into effect as of March 2020. In the interviews held during the post-pandemic period, I asked questions in this direction to understand whether this process has an impact on values and perceptions. In this context, they talked about evaluation (Kuçuradi, 2018) rather than value. Therefore, a meaningful change in values could not be obtained from the eyes of the employees.