Acar, PinarKiyak, MithatSine, BurcuSağlık Yönetimi / Healthcare Management2024-05-252024-05-25201451555-52401555-525910.1080/15555240.2014.9569292-s2.0-84918529248https://doi.org/10.1080/15555240.2014.956929https://hdl.handle.net/20.500.14517/714ACAR, PINAR/0000-0002-4290-6383This study focuses on the relationship between the concepts of mobbing and organizational culture in construction companies. The Mobbing Questionnaire used in this study is taken from Leymann and composed of 45 items and five factors: the victim's reputation, communication toward the victim, the social circumstances, the nature of or the possibility of performing in the victim's work, and violence and threats of violence. The Organizational Culture Scale was taken from Quinn and Cameron who defined culture as a competitive advantage in organizations and described four types of cultures in their competitive values model. This model is a quadrant with four types of culture: collaborate (clan) culture, create (adhocracy) culture, control (hierarchy) culture, and compete (market) culture. To test the hypotheses, a field survey using questionnaires was conducted. The survey of this study is conducted on blue-collar workers and white-collar officers of different construction companies located in Istanbul, Turkey. Four firms and 250 employees were contacted personally and asked to participate in the survey. The obtained data from the questionnaires were analyzed through the SPSS 20.0 statistical package software. Analyses results revealed that there is a negative relationship between organizational culture and mobbing, and both dimensions of organizational culture affect the mobbing dimensions.eninfo:eu-repo/semantics/closedAccessmobbingorganizational culturepsychological abusepsychological violenceterrorizationArticleQ3294281298WOS:000212346600002