İşletme Bölümü Koleksiyonu

Permanent URI for this collectionhttps://hdl.handle.net/20.500.11779/1937

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    Article
    Citation - WoS: 4
    Citation - Scopus: 5
    Disentangling the Dynamic Digital Capability, Digital Transformation, and Organizational Performance Relationships in Smes: a Configurational Analysis Based on Fsqca
    (Springer, 2024) Saunila, Minna; Karadağ, Hande; Şahin, Faruk; Karamollaoğlu, Nazlı
    While digitalization has become inevitable for firms of every size, a limited number of studies to date aimed to investigate the impact of digital capabilities and digital transformation on the organizational performance of small businesses. Drawing on the dynamic capabilities view, the current study analyzes the conditions under which the dynamic digital capability of a small and medium-sized enterprise (SME) would lead to higher performance. In this study, a unique fuzzy-set qualitative comparative analysis methodology was used for analyzing the data collected from 136 SMEs for investigating the IT utilization, human capital, digital maturity, and digitalization strategy antecedents of dynamic digital capability. The results reveal that two particular configurations of dynamic digital capability are identified as the main digitalization influencers of organizational performance in SMEs. To the best of our knowledge, this study presents the first empirical findings to the literature about dynamic digital capability and organizational performance relationships in SMEs through the utilization of configurational analysis methodology. Theoretically, the study addresses an acknowledged need for a holistic approach to uncover the underlying mechanisms of dynamic digital capability formation and digital transformation in small firms, with their impact on firm performance. The findings also present vital practical implications for business owners, policy-makers, and bodies responsible for SMEs, by providing new insights about the combination of factors that drive high performance, particularly at times of turbulence, in these units.
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    Article
    Citation - WoS: 8
    Citation - Scopus: 8
    Introduction To the Special Issue: the Leadership Imperative for Sustainability and Corporate Social Responsibility
    (2015) Pearce, Craig L.; Stahl, Guenter K.
    The world is at a tipping point. We are simultaneously on the edge of unprecedented wealth creation and catastrophic implosion, as a result of many geopolitical forces. On the one hand, the financial crisis precipitated mainly by events in the United States, and the ripple effects throughout Europe and the rest of the world are slowly coming under control. Yet, at the same time, much of the world is restive. Sub- Saharan Africa, particularly Nigeria, Niger, Cameron and Chad, are in de facto war with extremists intent on returning the region to the Stone Age. The same is true in Syria and the region around it, as we see various groups struggle for complete domination. In Eurasia, Russia has invaded, or threatened to invade multiple of its neighbors (e.g., Estonia, Georgia, Mol-dova, Ukraine). The Taliban is resurging, threatening peace and tranquility in but another beleaguered region.
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    Article
    Citation - WoS: 6
    Citation - Scopus: 4
    The Impact of a Failed Coup D’état on Happiness, Life Satisfaction, and Trust: the Case of the Plot in Turkey on July 15, 2016
    (Taylor & Francis, 2019) Niimi, Yoko; Horioka, Charles Yuji; Akkemik, K. Ali; Çiçek,Gerçek
    This paper examines the impact of the failed coup d’état attempt in Turkey on 15 July 2016 on people’s happiness, life satisfaction, and trust and finds that the plot had a significant negative effect on all three variables. This paper is the first to show that coups d’état can have a significant adverse effect on people’s well-being, as in the case of terrorist attacks.
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    Citation - WoS: 2
    Citation - Scopus: 5
    Where Do We Go From Here? Is Responsibility Sustainable?
    (2015) Wegge, Juergen; Pearce, Craig L.
    In this special issue we have brought together a veritable ‘‘dream team’’ of thought leaders, and rising stars, from academia, consulting and the c-suite to address the ‘‘Leadership Imperative for Sustainability and Corporate Social Responsibility.’’ Clearly, the decisions and actions of individual leaders matter to the social performance and long-term viability of their organizations. Ultimately, activities such as formulating sustainability policies, engaging in community outreach programs, supporting social causes, or seeking alternatives to disruptive layoffs are the result of managerial decisions, and so are activities that are widely considered unethical, such as bribery, fraud, environmental pollution, and employment discrimination. While corporate executives are constrained in their ability to engage in these activities by corporate governance regulations, company policies, and the law, they have some degree of discretion in their choices. David Waldman, a noted leadership scholar, put it succinctly:‘‘Firms do not make decisions pertaining to responsibility or CSR; leaders do."