<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>2218-3620</journal-id>
<journal-title><![CDATA[Revista Universidad y Sociedad]]></journal-title>
<abbrev-journal-title><![CDATA[Universidad y Sociedad]]></abbrev-journal-title>
<issn>2218-3620</issn>
<publisher>
<publisher-name><![CDATA[Editorial "Universo Sur"]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S2218-36202024000700032</article-id>
<title-group>
<article-title xml:lang="en"><![CDATA[Organizational culture and leader-member interaction&#8217;s impact on silent resignation: a case study]]></article-title>
<article-title xml:lang="es"><![CDATA[El impacto de la cultura organizacional y la interacción entre líderes y miembros en la renuncia silenciosa: un estudio de caso]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Y&#305;ld&#305;r&#305;m]]></surname>
<given-names><![CDATA[Yavuz Tansoy]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Çelik]]></surname>
<given-names><![CDATA[Cemal]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Akbarov]]></surname>
<given-names><![CDATA[Tamerlan]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Bandirma Onyedi Eylul University  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Azerbaijan</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>00</month>
<year>2024</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>00</month>
<year>2024</year>
</pub-date>
<volume>16</volume>
<fpage>32</fpage>
<lpage>41</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://scielo.sld.cu/scielo.php?script=sci_arttext&amp;pid=S2218-36202024000700032&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://scielo.sld.cu/scielo.php?script=sci_abstract&amp;pid=S2218-36202024000700032&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://scielo.sld.cu/scielo.php?script=sci_pdf&amp;pid=S2218-36202024000700032&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="en"><p><![CDATA[ABSTRACT This research explores the influence of organizational hierarchy culture and leader-member interaction on silent resignation within organizations. Using a relational survey model, the researchers collected data from 499 employees in an Azerbaijani company specializing in various sectors. The study used a questionnaire consisting of four sections: (I) Demographic Information Form, (II) Hierarchy Culture Scale, (III) Silent Resignation Behavior Scale, and (IV) Leader-Member Interaction Scale. The researchers evaluated the collected data using quantitative analysis methods. The findings revealed that participants perceived hierarchy culture and leader-member interaction with above-average positive attributes and exhibited silent resignation behavior at an average level. The analysis showed strong positive and significant relationships between hierarchy culture and leader-member interaction (p&lt;0.05), a weak but significant positive relationship between hierarchy culture and silent resignation, and a moderate positive and significant relationship between silent resignation and leader-member interaction. Analysis of the combined effect of hierarchy culture and leader-member interaction on silent resignation demonstrated that both variables had a significant impact. However, hierarchy culture showed a negative impact, while leader-member interaction demonstrated a positive impact.]]></p></abstract>
<abstract abstract-type="short" xml:lang="es"><p><![CDATA[RESUMEN Esta investigación explora la influencia de la cultura de la jerarquía organizacional y la interacción líder-miembro en la renuncia silenciosa dentro de las organizaciones. Utilizando un modelo de encuesta relacional, los investigadores recopilaron datos de 499 empleados de una empresa azerbaiyana especializada en varios sectores. El estudio utilizó un cuestionario que consta de cuatro secciones: (I) Formulario de información demográfica, (II) Escala de cultura jerárquica, (III) Escala de comportamiento de renuncia silenciosa y (IV) Escala de interacción líder-miembro. Los investigadores evaluaron los datos recopilados utilizando métodos de análisis cuantitativo. Los hallazgos revelaron que los participantes percibieron la cultura jerárquica y la interacción líder-miembro con atributos positivos superiores a la media y exhibieron un comportamiento de renuncia silenciosa a un nivel medio. El análisis mostró fuertes relaciones positivas y significativas entre la cultura jerárquica y la interacción líder-miembro (p &lt; 0,05), una relación positiva débil pero significativa entre la cultura jerárquica y la renuncia silenciosa, y una relación positiva y significativa moderada entre la renuncia silenciosa y la interacción líder-miembro. El análisis del efecto combinado de la cultura jerárquica y la interacción líder-miembro en la renuncia silenciosa demostró que ambas variables tenían un impacto significativo. Sin embargo, la cultura jerárquica mostró un impacto negativo, mientras que la interacción líder-miembro demostró un impacto positivo.]]></p></abstract>
<kwd-group>
<kwd lng="en"><![CDATA[Leader-Member Interaction]]></kwd>
<kwd lng="en"><![CDATA[Organizational culture]]></kwd>
<kwd lng="en"><![CDATA[Organizational commitment]]></kwd>
<kwd lng="es"><![CDATA[Interacción líder-miembro]]></kwd>
<kwd lng="es"><![CDATA[Cultura organizacional]]></kwd>
<kwd lng="es"><![CDATA[Compromiso organizacional]]></kwd>
</kwd-group>
</article-meta>
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