Formation of talent mentality in human capital and its effects on organizational performance: the example of hotel businesses

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dc.contributor.authorCelen, Onur
dc.contributor.authorCilesiz, Emre
dc.contributor.authorUnal, Aydin
dc.contributor.authorGocgun, Bunyamin
dc.contributor.authorEraslan, Onur
dc.date.accessioned2026-04-25T14:20:24Z
dc.date.available2026-04-25T14:20:24Z
dc.date.issued2025
dc.departmentSinop Üniversitesi
dc.description.abstractToday, businesses are conducting some studies to retain human capital and increase organizational performance. One of the studies carried out to retain human capital and increase organizational performance is to ensure that the talented employees in hand are managed well and are useful to the business. Talented employees who are managed and provided to be useful should be kept in the business and the concept of talent mindset should be adopted into the business culture. In this study, it is aimed to examine whether the concept of talent mindset has positive and significant effects on organizational performance and human capital and more importantly, to find out whether talent mindset has a mediating role of human capital in the effect of organizational performance. Hotel businesses located in the Black Sea Region were included in the research. As a result of testing the data with Structural Equation Model in the analysis, it was concluded that there is a positive and significant relationship between talent mindset and organizational performance. When the relationship between human capital and organizational performance was examined, it was determined that there was a positive, significant and high-level relationship. It was concluded that there is a positive and significant relationship between talent mindset and human capital, even at a high level. In addition, as a result of the high level of significance, a model was drawn and the mediating role was tried to be measured. It has been concluded that the mediating role of human capital in the effect of talent mindset on organizational performance is full and at an acceptable level.
dc.identifier.doi10.20397/2177-6652/2025.v25i2.3142
dc.identifier.endpage45
dc.identifier.issn1677-9479
dc.identifier.issn2177-6652
dc.identifier.issue2
dc.identifier.orcid0000-0002-6377-8587
dc.identifier.orcid0009-0005-8320-8599
dc.identifier.orcid0000-0001-6294-3352
dc.identifier.orcid0000-0001-8353-2640
dc.identifier.scopusqualityN/A
dc.identifier.startpage10
dc.identifier.urihttps://doi.org/10.20397/2177-6652/2025.v25i2.3142
dc.identifier.urihttps://hdl.handle.net/11486/8535
dc.identifier.volume25
dc.identifier.wosWOS:001468242900004
dc.identifier.wosqualityQ4
dc.indekslendigikaynakWeb of Science
dc.language.isoen
dc.publisherFundacao Pedro Leopoldo
dc.relation.ispartofRevista Gestao & Tecnologia-Journal of Management and Technology
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/openAccess
dc.snmzKA_WOS_20260420
dc.subjectTourism
dc.subjectHotel Businesses
dc.subjectTalent Mentality
dc.subjectHuman Capital
dc.subjectOrganizational Performance
dc.titleFormation of talent mentality in human capital and its effects on organizational performance: the example of hotel businesses
dc.typeArticle

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