This study examines the influence of perceived organizational justice on employees’ turnover intention, with a focus on the mediating role of organizational dissent. It aims to identify the key factors contributing to turnover intention within the technology sector and to explore the interplay between organizational justice and organizational dissent in shaping this outcome. A quantitative approach was employed, with data gathered through surveys administered to white-collar employees working in technology companies in Istanbul. The study sample comprised 402 participants. The findings reveal an inverse relationship between perceived organizational justice and turnover intention, indicating that lower perceptions of organizational justice correlate with higher turnover intention. Additionally, organizational dissent was found to significantly impact turnover intention, with perceived organizational justice acting as a mediator in this relationship. The results underscore the critical role of organizational justice in fostering job satisfaction and employee commitment, thereby reducing turnover intention in the technology sector. These findings are consistent with existing literature on the relationship between organizational justice and turnover intention, offering valuable insights into the factors influencing employee retention in high-tech industries. The implications for organizational management are discussed, particularly in terms of the importance of promoting fairness and addressing dissent in order to retain talent within technology firms.
Risk management in public-sector project portfolios within developing economies remains an understudied yet critical area, particularly in the context of resource-constrained administrative environments. This study examines the management of risk and uncertainty within the Directorate of Local Administration (DLA) of Ain-Temouchent, Algeria, employing a qualitative case study methodology. Data were collected through semi-structured interviews (n=8) and document analysis to explore the systemic barriers and inefficiencies that hinder effective portfolio-level risk management. The findings reveal that fragmented governance structures, a predominantly reactive approach to risk mitigation, and the limited integration of analytical tools contribute to project delays and subjective risk assessments. While these challenges align with broader critiques of public-sector risk management, significant divergences from Enterprise Risk Management (ERM) and adaptive governance frameworks are identified, primarily due to constraints in institutional capacity and resource availability. The necessity of addressing uncertainty at the portfolio level is emphasized, with a call for the adoption of reflective risk practices, proactive decision-making mechanisms, and the implementation of early-stage adaptive strategies to enhance resilience in multi-project public-sector settings. By contextualizing ERM and adaptive governance theories within a resource-limited administrative framework, this study provides a bridge between theoretical advancements and practical applications, offering actionable insights for policymakers and public administrators seeking to improve strategic alignment and project portfolio success in developing economies.
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