https://journals.academicianstudies.com/jimra <p class="xmsonormal">Journal of International Management Research and Applications (JIMRA) is an international, open-access and academic peer-reviewed journal that aims to contribute to the literature by including original studies in the field of management sciences. The journal publishes theoretical and/or applied studies that contribute to the field. JIMRA started to be published in 2022, and it is published twice a year in June and December. The publication languages of the journal are Turkish and English.</p> Doç. Dr. Serhat ERAT en-US Journal of International Management Research and Applications 2980-0528 https://journals.academicianstudies.com/jimra/article/view/293 <p>The purpose of this study is to investigate the relationships between digitalization capability, organizational agility and innovation performance. In this context, data was obtained from 272 managers in manufacturing firms operating in Kocaeli and Istanbul using the survey method. As a result of the analyses, it was found that digitalization capability has a positive relationship with both organizational agility and innovation performance. In addition, organizational agility and innovation performance were also found to be positively related.</p> Salih Zeki İmamoğlu Hülya Türkcan Emrah Aydoğdu Copyright (c) 2024 Journal of International Management Research and Applications 2024-12-31 2024-12-31 3 2 1 13 https://journals.academicianstudies.com/jimra/article/view/297 <p>In this study, the transformation of the concept of work in the historical process, the alienation that this transformation has caused, and the concepts of work alienation, or in other words, employee alienation, which can also be evaluated as a sub-dimension of this alienation, have been examined with the help of literature. In the study, the effects of organizational structure and leadership styles, which are thought to be two important antecedents of employee alienation, on alienation have been evaluated through previous studies in the literature. Accordingly, it has been seen that rigid and formal organizational structures increase employee alienation, while more flexible organizational structures reduce alienation, as seen in studies in the literature. Similarly, it has been seen that formal and rigid leadership styles such as transactional and autocratic leadership increase employee alienation, while transformational, spiritual, paternalistic, democratic and similar leadership styles reduce employee alienation, as seen in the literature study.</p> Mustafa Günalan Copyright (c) 2024 Journal of International Management Research and Applications 2024-12-31 2024-12-31 3 2 14 25