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> <p class="xmsonormal">eISSN: 2980-0528</p> en-US vtasci@gtu.edu.tr (Veciye Taşcı ) edayber@gtu.edu.tr (Eda Dilara Ayber) Tue, 30 Dec 2025 10:30:12 +0000 OJS 3.3.0.8 http://blogs.law.harvard.edu/tech/rss 60 https://journals.academicianstudies.com/jimra/article/view/431 <p>Artificial intelligence (AI) is transforming the labor market by reshaping workforce roles and skills. This study focuses on the IT workforce, aiming to systematically identify the roles addressed in the literature and the dimensions of their transformation. Guided by the PRISMA framework, search terms and time intervals were applied to Web of Science and Scopus, yielding non-duplicate 7,959 articles. After filtering for SSCI-indexed journals, 164 articles were reviewed descriptively and 19 analyzed through content analysis. Findings show that software development, data-related, and IT management roles are most affected by AI. Productivity gains emerge as the main positive effect, while negative and transformative impacts differ by role. Inexperienced software workers face displacement risks, data roles encounter heightened technical skill barriers, and IT management may experience reduced transparency. Transformative effects include the reshaping of technical and leadership skills as well as the expansion of ethical and technical responsibilities across IT roles.</p> Mustafa Kemal Mayuk Copyright (c) 2025 Journal of International Management Research and Applications https://journals.academicianstudies.com/jimra/article/view/431 Tue, 30 Dec 2025 00:00:00 +0000 https://journals.academicianstudies.com/jimra/article/view/435 <p>This study explores the effects of leadership styles (autocratic, transactional, democratic, and transformational) on employee performance, and in turn, the impact of employee performance on turnover intention within organizations operating in Uzbekistan. Adopting a quantitative, cross-sectional research design, data were collected from 200 employees across government, manufacturing, banking, and service sectors using structured questionnaires. Descriptive statistics, Pearson’s correlation, and multiple regression analyses were conducted to examine the relationships among the variables. The findings reveal that autocratic and transactional leadership styles are the most prevalent within the surveyed organizations. Among all leadership styles, only transformational leadership exhibited a significant positive effect on employee performance. Autocratic, transactional, and democratic leadership styles did not demonstrate statistically significant impacts. Furthermore, employee performance was found to be a strong negative predictor of turnover intention. The study highlights the dominance of autocratic leadership and transactional leadership in Uzbekistan and underscores the need for organizations to foster transformational leadership to enhance performance and retain high-performing employees. Implications for theory, practice, and future research are discussed.</p> Shokhrukh Navruzov, Burak Nedim Aktaş Copyright (c) 2025 Journal of International Management Research and Applications https://journals.academicianstudies.com/jimra/article/view/435 Tue, 30 Dec 2025 00:00:00 +0000