İşletme Bölümü Koleksiyonu
Permanent URI for this collectionhttps://hdl.handle.net/20.500.11779/1937
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Book Strategic Financial Management for Small and Medium Sized Companies(Emerald Group Publishing Ltd., 2015) Karadağ, HandeResearch shows the majority of small businesses fail in their early years due to poor financial management, turning the dreams of many business owners and novice entrepreneurs into nightmares. This book serves as a guide to prevent these financial disasters. In an applicable fashion, Karadag explains how financial management in an enterprise can be conducted strategically to attain significant improvement in business performance. Karadag takes the basic strategic management model of environmental scanning-planning-implementing-feedback as a framework, and approaches the core financial practices and instruments as elements of strategic financial management, which any small or medium sized enterprise can use as tools for sustainable organizational performance and growth. With its unique strategic outlook, this text is a vital reference for nonfinancier small or medium sized enterprise owners and individuals who aim to successfully establish and run their own businesses. © 2015 Emerald Group Publishing Limited.Book Part Citation - Scopus: 2The Influence of Social Media on Food Choices: a Bibliometric Approach(IGI Global, 2023-08-07) Köse, Şirin Gizem; Çizer, Ece ÖzerSocial media channels are increasing day by day and the time spent on social media channels has become a significant part of the day. Social media, which is one of the facts that cannot be ignored, affects food choices to a great extent, as it does in every field. Being aware of the power of social media, food companies, and groceries also develop strategies for this medium and heavily use social media as a communication tool. In line with these developments and facts, this study aims to highlight the influence of social media on food. A bibliometric study has been conducted to enlighten the literature development on social media and food subjects. The results are expected to be helpful for both literature and practice as well as social media managers and food brand managers. © 2023 by IGI Global. All rights reserved.Conference Object Prediction of Loan Decisions With Optical Neuroimaging (fnirs) and Machine Learning(IEEE, 2023-07-05) Girişken, Yener; Son Turan, Semen; Çakar, Tuna; Ertuğrul, Seyit; Sayar, Alperen; Son, Semen; Giriken, YenerThe successful applications of neuroscientific methods and artificial learning approaches have increased in applied fields such as economics, marketing, and finance in the last decade. In this study, a prediction model was developed using the output of optical neuroimaging (fNIRS) measurements from the prefrontal brain regions while 40 participants made decisions for 35 credit offers. The aim was to predict participants' responses to credit offers using artificial learning methods based on four metrics obtained over time from the optical neuroimaging system. The findings of the study indicate that the first 6 seconds (prior to the response entry) are particularly critical. While the performance rate in the developed prediction models is found to be higher, especially in tree-based algorithms, this paper includes a performance comparison of 5 models specifically.Book Part Exploring Elderly Customer-Employee Rapport in Services: Managerial and Social Implications(IGI Global, 2021) Tosun, PetekThe increasing share of older people in the population has influenced the economic and social life andservices sectors. Banking services are integrated into almost all of the daily transactions and inevitablefor older consumers. This study aims to examine the special needs and expectations of older customers in retail banking. A survey was conducted on frontline salespeople in branches. The findings haveshown that older consumers expect special attention from their customer relationship managers. Therelationship managers have positive attitudes toward older consumers and high customer-employeerapport levels. Attitude and rapport constructs are positively and significantly correlated. In addition,relationship managers were divided into three clusters depending on their rapport levels and perceivedbranch visit reasons. This chapter has provided current empirical findings, insights, and managerialrecommendations about customer-employee relationships in the older consumers and services contexts.Book Part Citation - WoS: 1Citation - Scopus: 3Emerging Trends in the Post-Regulatory Environment: the Importance of Instilling Trust(Springer International Publishing, 2016-12-20) Son-Turan, SemenThe financial services industry is one of the most critical pillars of economic growth and sustainable development in any country. As such, the findings of the 2016 Edelman Trust Barometer, that measures trust in institutions with more than 33,000 respondents in 28 countries over the last 15 years, are highly alarming. Accordingly, the financial services industry is ranked among the lowest with a mere 51 % on a global basis. Despite this darkened outlook, areas exist that seem to be promising: Sustainability management, responsible innovation and the organized and systemic efforts to increase transparency, comparability, accountability and reliability. Although the recent crises in financial markets have led regulators to come to a general agreement that a mutual effort is needed to develop procedures for increased compliance standards, and increase the pace of harmonization in accounting and financial reporting standards, the industry is faced with an imminent challenge: The low levels of trust in financial services. In this chapter, the author discusses how to re-build trust and reputation of the industry.Book Part Increasing Strategic Competitiveness Through Innovation: the Finance Perspective(Springer International Publishing, 2016-12-08) Son-Turan, SemenWith the start of the new millenium, marked by the disruptive power of Internet technologies, it is almost commonly acknowledged that innovative firms grow faster and perform financially better than those who fail to rapidly mobilize their social and financial capital resources to discover newer, more efficient, and ingenious ways of doing business and creating alternative sales venues. Thus, if the term innovation has come to refer to “the process of turning ideas into reality, exploiting windows of opportunities, and capturing value from them” in essence, innovation, then, can be regarded as a beneficial and intrinsically “good” phenom- enon. This is true especially for the technology and telecomunications industries according to the Thomson Reuters’ 2015 State of Innovation Report, which were ranked the most innovative industries with 30 % and 13 % of patent filings in 2014, respectively (http://www.businessinsider.com/most-innovative-industries-2015-5). Evidently though, innovation is not a win-win game for all stakeholders as laid out back in the 1930s by the Schumpeterian “creative destruction” concept portraying a “quasi-Darwinian” and rather pessimistic view of a process that serves mainly capitalistic motivations in the forms of securing monopoly profits and eventually eradicating a wide range of industries. Looking back at the past couple of decades, financial innovation has become one of the most far-reaching types of innovations, in terms of both, scope and its prolonged repurcussions. This chapter discusses the concept of financial innovation as a strategically competitive tool.Book Part Citation - WoS: 2Citation - Scopus: 2Compliance and Reporting Trends: Essential Strategies(Springer, 2016-12-20) Son-Turan, SemenThe digital age, with decreasing barriers to entry, paving the way for low-cost competition, saw an influx of new financial products and services globally. Soon the increasingly technology-driven financial landscape transformed itself with the democratization of finance diffusing to all levels of society. The standing rules and regulations of financial markets were confronted with an epitome of complexities marked by higher transparency, increased efficiencies, a wide range of substitutes, abundant information, a huge number of stakeholders and a bulk of aspiring entrepreneurs. However, a new game necessitates new rules, and a considerable disruption in old ways of doing is sure to witness unorthodox problems that need to be dealt with, and preferably foreseen, through a different lens. Sooner or later, these new digitally enhanced financial markets are destined to break down, dragging down everyone who once had faith in them, if not supported by proper compliance and corporate social performance and reporting standards. This chapter explores newly emerging trends in compliance and reporting standards for financial institutions.