Teachers’ organizational vulnerability regarding internal stakeholders and its effects
Nuriye Karabulut 1 * ,
Ali Balcı 2 More Detail
1 Kafkas University, Dede Korkut Faculty of Education, Department of Educational Administration, Türkiye
2 Emeritus Professor at Ankara University, Department of Educational Administration, Türkiye
* Corresponding Author
Journal of Pedagogical Sociology and Psychology, Online First, pp. -
https://doi.org/10.33902/JPSP.202649351
Article Type: Research Article
Published Online: 06 Nov 2026
Views: 1 | Downloads: 1
The purpose of the current study is to examine the organizational vulnerability regarding internal stakeholders experienced by teachers in public secondary schools. Organizational vulnerability refers to teachers’ perceived exposure to harm or powerlessness when workplace experiences undermine their professional efficacy, control, identity, or agency. In the study conducted using a qualitative descriptive design, in-depth interviews were conducted with 31 teachers selected using the maximum variation sampling technique. The data were analyzed using inductive content analysis. According to the results of the study, managerial incompetence, oppressive and authoritarian management, discrimination and favouritism, lack of appreciation and gratitude, mobbing, etc. are sources of organizational vulnerability related to administrators. Discrimination based on seniority, gender, hometown and ideology, jealousy and blocking new practices, gossip and whistleblowing, professional incompetence and inertia are sources of vulnerability related to colleagues. While sources of vulnerability related to students include indifference and irresponsibility, rude and disrespectful behaviour, low academic readiness and performance, and hopelessness, academic and pedagogical inadequacies are the sources of vulnerability related to teachers themselves. Organizational vulnerability has three types of effects: individual effects such as internal conflict, sadness, irritability, absentmindedness, restlessness, etc.; familial effects such as complaining to family members, reflecting work stress, etc.; and effects on school life such as decreased motivation, decreased sense of belonging and commitment, decreased work peace and productivity, etc. Overall, the findings indicate that teachers’ organizational vulnerability is a multidimensional phenomenon arising from interactions with different internal stakeholders and extending beyond teachers’ individual experiences to their family and school lives.
In-text citation: (Karabulut & Balcı, 2026)
Reference: Karabulut, N., & Balcı, A. (2026). Teachers’ organizational vulnerability regarding internal stakeholders and its effects.
Journal of Pedagogical Sociology and Psychology.
https://doi.org/10.33902/JPSP.202649351
In-text citation: (1), (2), (3), etc.
Reference: Karabulut N, Balcı A. Teachers’ organizational vulnerability regarding internal stakeholders and its effects.
Journal of Pedagogical Sociology and Psychology. 2026.
https://doi.org/10.33902/JPSP.202649351
In-text citation: (1), (2), (3), etc.
Reference: Karabulut N, Balcı A. Teachers’ organizational vulnerability regarding internal stakeholders and its effects. Journal of Pedagogical Sociology and Psychology. 2026.
https://doi.org/10.33902/JPSP.202649351
In-text citation: (Karabulut and Balcı, 2026)
Reference: Karabulut, Nuriye, and Ali Balcı. "Teachers’ organizational vulnerability regarding internal stakeholders and its effects".
Journal of Pedagogical Sociology and Psychology (2026).
https://doi.org/10.33902/JPSP.202649351
In-text citation: (Karabulut and Balcı, 2026)
Reference: Karabulut, N., and Balcı, A. (2026). Teachers’ organizational vulnerability regarding internal stakeholders and its effects.
Journal of Pedagogical Sociology and Psychology.
https://doi.org/10.33902/JPSP.202649351
In-text citation: (Karabulut and Balcı, 2026)
Reference: Karabulut, Nuriye et al. "Teachers’ organizational vulnerability regarding internal stakeholders and its effects".
Journal of Pedagogical Sociology and Psychology, 2026.
https://doi.org/10.33902/JPSP.202649351
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