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Exploring the Innovativeness and Market Orientation Through Mission and Vision Statements: The Case of Istanbul Stock Exchange Companies - Aykan Candemir , Ali Erhan Zalluhoğlu

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Abstract and Figures

Today, the role of innovation and market orientation has turned into an important competitive tool to sustain competitive advantage and survive in the global competitive market. Market orientation and innovativeness are among the major value adding aspects for the strategies of the companies. Also, competitiveness, profitability and innovativeness of the companies that are open to the public (of whose stocks are traded in the stock exchange market) can be considered as vital indicators for the stockholders. Within this context, mission and the vision statements which can be seen as important explanations to describe the organizations’ basic reasons of existence, values, objectives and priorities for strategic management process also reflect the market orientation and innovativeness. In this study, 329 companies in Istanbul Stock Exchange are examined by content analysis method by examining their mission and vision statements through their web sites and annual reports. The data are used in the analysis to determine the companies’ innovativeness and market orientation levels and these will be compared by various sector.
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THE PROCEEDINGS OF
9
th
INTERNATIONAL
STRATEGIC MANAGEMENT
CONFERENCE
New Directions in Sustainable Growth and Innovation
Strategies
June 27-29, 2013, Riga-Latvia
9
th
INTERNATIONAL STRATEGIC
MANAGEMENT CONFERENCE
New Directions in Sustainable Growth and Innovation Strategies
June 27-29, 2013
Riga, Latvia
Statements of facts or opinions appearing in Proceedings of the 9
th
International Strategic
Management Conference are solely those of the authors and do not imply endorsement by the
Organization Committee or publisher
Honorary Presidents
Orhan ŞAHİN (Ph.D.)
Marcis Auzinsh, (Ph.D.)
Nihat Küçüksavaş (Ph.D.)
Chairman
Erol EREN (Ph.D.)
Co-Chairs
Oya ERDİL (Ph.D.)
Ali AKDEMİR (Ph.D.)
Editor
Mehtap ÖZŞAHİN
ISBN
978-605-86554-0-9
Organizing Institutions
Gebze Institute of Technology
University of Latvia
Arel University
Printed in
Net K›rtasiye Tan. ve Matbaa San. Tic. Ltd. Sti.
Taksim Cad. Yo€urtçu Faik Sok. No: 3 Taksim Beyoglu/ISTANBUL
Tel: (0-212) 249 40 60 (Sertika No. 13723)
iii
TABLE OF CONTENTS
SUSTAINABILITY AND GROWTH
Economic And Environmental Evaluation Via An Integrated Method Based On LCA And MCDA (FABIO DE
FELICE, FABRIZIO CAMPAGIORNI, ANTONELLA PETRILLO)
3
A Look At The EU Countries’ Carbon Dioxide Emissions And Turkey’s Sustainable Industrial Growth (SUDI
APAK, ERHAN ATAY)
13
The Strategic Role Of Infant Mortality In The Process Of Economic Growth: An Application For High Income
OECD Countries (ENGIN ERDOĞAN, MELIHA ENER, FEYZA ARICA)
21
Strategies Of Albanian Economy To Meet Economic Policies Of EU (TERIDA MEHILLI, FJONA ZENELI)
31
An Overview Of GDP And Internet Banking Relations In The EU Versus China (ERHAN ATAY, SUDI APAK)
41
New Patterns In Corporate Sustainable Growth?( JOHN PARM. ULHOI, HENNING MADSEN)
51
Development Of International Freight Transit In Latvia (ALDIS BULIS, ROBERTS ŠKAPARS)
61
The Impact Of Romania’s Eu Accession On The Foreign Direct Investments Location - A Manufacturing Sector
Analysis (DANCIU ANIELA RALUCA, STRAT VASILE ALECSANDRU)
67
A Management Strategy Within Sustainable City Marketing Context: Cittaslow (ERCAN BALDEMIR, FUNDA
KAYA, TEZCAN KAŞMER ŞAHIN)
77
Analysis Of Iraq’s Pre-Import Inspection, Testing & Certification Program: An A’wot Analysis (ÖZGÜR ÖZMEN,
AHMET DEMIR, RAMAZAN TURAN, MIRAY CELEPLI)
87
The Link Between Unemployment Rate And Real Output In Eurozone: A Panel Error Correction Approach
(BÜLENT DOĞRU)
95
The Effect of Schooling Enrolment Rates on Economic Sustainability (FULYA TAŞEL, E. BEYZA BAYARÇELIK)
105
Power Perception Of Developing Countries In Their Sustainable Growth And Innovation Strategies (AHMET
UÇAKTÜRK, FAIK ÇELIK, HARUN DEMIRKAYA, TÜLAY UÇAKTÜRK)
113
Strategic Brand Management Based On Sustainable-Oriented View: An Evaluation In Turkish Home Appliance
Industry (T. SABRI ERDIL)
123
Enhancing Business Sustainability: Improving Business Policy’s Methodology By Managerial Principles’
Development (ROSTISLAV KOPITOV)
135
Natural Environment As A Strategic Issue For Firms: Theoretical Perspectives (KURTULUŞ YILMAZ GENÇ)
145
Effects Of Green Manufacturing And Eco-Innovation On Sustainability Performance (BÜLENT SEZEN, SIBEL
YILDIZ ÇANKAYA)
159
ORGANIZATIONAL BEHAVIOR AND BUSINESS ETHICS
Daddy, What’s Next? The Effect Of Paternalist Leadership On Perceived Uncertainty in Organizations Which Had
Gone Through Merger Or Acquisition (FUNDA ÖZER, BİNALİ DOĞAN, CİHAN TINAZTEP)
171
The Role of Psychological Capital and Trust in Individual Performance and Job Satisfaction Relationship: A Test of
Multiple Mediation Model (M.GÖKHAN BITMIŞ, AZIZE ERGENELI)
181
A Study Of Motivational Factors Associated With Peer-To-Peer (P2P) File-Sharing (MEHPARE TOKAY ARGAN,
METİN ARGAN, ALPER OZER, HUSEYİN KOSE)
189
iv
An Exploratory Research On Strategic Planning In Public Institutions: Turkish Prime Ministry Disaster And
Emergency Management Presidency Case (EBRU CAYMAZ, FEHMI VOLKAN AKYON, FAHRI ERENEL)
199
Impact Of New Entry Strategic Technology On Frequency Words Analysis In Translation, Literature And Inter-
Cultural Communication (EDLIRA ÇERKEZI, QANI MUKA, EVIS ÇELO, ALBA DUMI)
205
An Investigation Of The Relationship Between Social Loafing And Organizational Citizenship Behaviour (HIMMET
KARADAL, MUHAMMET SAYGIN)
215
Perceived Managerial And Leadership Effectiveness Within Turkish Public Sector Hospitals (UĞUR YOZGAT,
SAFIYE ŞAHIN)
225
The Effect Of Organizational Culture On Organizational Image And Identity: Evidence From A Pharmaceutical
Company (DURSUN BINGÖL, İRGE ŞENER, EMIN ÇEVIK)
233
In The Strategic Sense, Evaluating Transactional And Relational Employee’s Expectations As A Reflection Of
Emotional Contract (SEYFI TOP)
243
Manager’s Roles And Profiles: Evidence From Bursa (NILÜFER RÜZGAR, MUSTAFA KURT)
253
A Research To Determine The Relationship Between Organizational Justice And Psychological Ownership Among
Non-Family Employees In A Family Business (CEREN GIDERLER ATALAY, DERYA ERGUN ÖZLER)
259
The Effects Of Individual Creativity And Organizational Climate On Innovativeness (HÜLYA
G.ÇEKMECELIOĞLU, AYŞE GÜNSEL)
269
The Moderating Role Of Locus Of Control On The Links Between Perceived Ethical Problem And Ethical Intentions
Of Marketing Managers In Turkey (VOLKAN ÖZBEK, ÜMIT ALNIAÇIK, M. EMIN AKKILIÇ, FATIH KOÇ)
277
Does Person-Organization Fit Moderate The Effects Of Affective Commitment And Job Satisfaction On Turnover
Intentions? (ESRA ALNIAÇIK, ÜMIT ALNIAÇIK, SERHAT ERAT, KÜLTIGIN AKÇİN)
285
Perceived Academic Code Of Ethics: A Research On Turkish Academics (MÜGE LEYLA YILDIZ, GÜLNUR İÇLİ,
A. ERCAN GEGEZ)
295
Business Ethics, Social Responsibility And Corporate Governance: Does Strategic Management Field Really Care
These Concepts? (EYÜP AYGÜN TAYŞIR, YENER PAZARCIK)
307
The Impact Of Corporate Social Responsibility, Service Quality And Customer- Company Identification On
Customers (ESRA ARIKAN, SEMA GÜNER)
317
The Relationship Between Organizational Silence And Organizational Citizenship Behaviour: A Survey Study In
The Province Of Erzurum, Turkey (ORHAN ÇINAR, FATIH KARCIOĞLU, ZIŞAN DUYGU ALIOĞULLARI)
329
Problem Solving Approach At Organizational Development Activities: A Research At Karabuk University
(ABDULLAH KARAKAYA, KASIM YILMAZ)
337
An Empirical Research On The Relationship Between Job Insecurity, Job Related Stress And Job Satisfaction In
Logistics Industry (MURAT YAŞLIOĞLU, ALI ÖZGÜR KARAGÜLLE, MUHTESEM BARAN)
349
Visionary or criminal: From profit through morality to socially sustainable entrepreneurship (NEIL E.
BÉCHERVAISE, COLIN G. BENJAMIN)
355
Professionalism as reputation capital: The moral imperative in the global financial crisis (JILLIAN DE ARAUGO,
RICHARD BEAL)
365
The Effects of Leadership and Market Orientation on Organizational Commitment (MEHTAP ÖZŞAHİN, CEMAL
ZEHİR, A.ZAFER ACAR)
375
MARKETING AND BRANDING STRATEGIES
Impact Of Intercultural Competence On Service Reliability And Customer Satisfaction In The Grocery Retailing
(ALI IHTIYAR FAUZIAH SH. AHMAD, MAS BAMBANG BAROTO)
389
v
Charges On Parking In Shopping Malls: Evidence From Turkey (SERKAN DILEK, SEYFİ TOP)
399
Literature Review On Selection Criteria Of Store Location Based On Performance Measures (GÜLDEN TURHAN,
MEHMET AKALIN, CEMAL ZEHIR)
405
The Effects Of Self-Concept Connection, Partner Quality And Trust On Commitment In The Elderly Segment
(RECEP BAKI DENIZ, UĞUR YOZGAT)
415
Linking Strategic And Market Orientations To Organizational Performance: The Role Of Innovation In Private
Healthcare Organizations (GÜLTEKIN ALTUNTAŞ, FATIH SEMERCIÖZ, HANIFE EREGEZ)
423
Which dimensions affect private shopping e-customer loyalty?( BERIL DURMUŞ, YEŞIM ULUSU, ŞAKIR ERDEM)
431
The Effect Of Mobile Service Quality Dimensions On Customer Satisfaction (ALPER ÖZER, MEHPARE TOKAY
ARGAN, METIN ARGAN)
437
The Impact Of Social Capital On Managerial Reputation (ERDEM KIRKBESOGLU)
449
Analyzing The Brand Equity Of Turkish Airlines Services: Comparing The Japanese And Turkish Perspectives
(AYPAR USLU, BERIL DURMUŞ, BERNA KOBAK)
455
Word Of Mouth, Brand Loyalty, Acculturation And The Turkish Ethnic Minority Group In Germany (AYPAR USLU,
BERIL DURMUŞ, SINA TAŞDEMIR)
463
The Effect Of Social Media On Personal Branding Efforts Of Top Level Executives (İLKAY KARADUMAN)
471
University Brand Equity Dimensions In An Emerging Market: Implications For Developing Sustainable University
Brands (TANSES GÜLSOY)
479
Young Consumers’ Attitudes Toward American Products (SELIM SAID EREN)
489
Creating Commitment, Trust And Satisfaction For A Brand: What Are The Role Of Switching Costs In Mobile
Phone Market? (AZIZE ŞAHİN, HAKAN KİTAPÇI, CEMAL ZEHİR)
497
An Emerging Consumer Experience: Emotional Branding (ALI EKBER AKGÜN, İPEK KOÇOĞLU, SALIH ZEKI
İMAMOĞLU)
505
Innovation Orientation, Market Orientation And E-Loyalty: Evidence From Turkish E-Commerce Customers
(HANDE SINEM ERGÜN, ZEYNEP KABADAYI KUŞCU)
511
Analytical Approach To Neuromarketing As A Business Strategy (ASELA A. BURGOS-CAMPER, JOSÉ G.
VARGAS-HERNANDEZ)
519
The effects of customer and entrepreneurial orientations on individual service performance in banking sector
(CEMAL ZEHIR, A.ZAFER ACAR, NURHAN ÖZGENEL, MEHTAP ÖZŞAHİN)
527
Factors Affecting Repurchase Intention to Shop at the Same Website (SELIM AREN, MEVLÜDIYE GÜZEL, EBRU
KABADAYI, LÜTFIHAK ALPKAN)
537
INNOVATION STRATEGIES AND KNOWLEDGE MANAGEMENT
System Dynamics Modelling Of A Knowledge Management Process: A Case Study In Turkish Airlines (SELIM
ZAIM, NIZAMETTIN BAYYURT, MEHVES TARIM, HALIL ZAIM, YUNUS GUC)
547
The Competitive Tension As A Moderator For Strategic Innovation (ERTAN GÜNDÜZ)
555
A Complex Approach To Evaluating The Innovation Strategy Of A Company To Determine Its Investment
Attractiveness(YURII А. ROLIK)
563
Features Of Innovative Applications In The Service Industry And Exploration Of Their Effect On Firm Efficiency
(İLGE KURT, NURGÜN KOMŞUOĞLU YILMAZ, İBRAHIM SARPER KARAKADILAR)
571
Strategic Flexibility, Environmental Dynamism, And Innovation Performance: An Empirical Study (AYŞE CİNGÖZ,
A. ASUMAN AKDOĞAN)
581
vi
The Relationships Between Technological Investment, Firm Size, Firm Age And The Growth Rate Of Innovation
Performance (ORKUN YILDIZ, ÖZLEM ÇETINKAYA BOZKURT, ADNAN KALKAN, ALI AYCI)
587
Analysis Of The Behaviour Of Slovak Enterprises In The Context Of Low Innovation Performance (JANA VOLNÁ,
JÁN PAPULA)
597
A Model Proposal For Efficient Disaster Management: The Turkish Sample (EBRU CAYMAZ, FEHMI VOLKAN
AKYON, FAHRI ERENEL)
607
Exploring The Innovativeness And Market Orientation Through Mission And Vision Statements: The Case Of
Istanbul Stock Exchange Companies (AYKAN CANDEMIR, ALI ERHAN ZALLUHOĞLU)
615
The Role Of Innovation And Perceived Service Quality In Creating Customer Value: A Study On Employees Of A
Call Center Establishment (MUHSIN MURAT YAŞLIOĞLU, BURCU ÖZGE ÖZASLAN ÇALIŞKAN, ÖMER ŞAP)
625
Economic Evaluation Of The Film Industry In Terms Of Strategic Management Within The Scope Of The Creative
Innovative Industries: The Case Of Turkey (AHMET İNCEKARA, SEFER ŞENER, ELIF HAYKIR HOBIKOĞLU)
633
The Linkage Between Competitive Factors And Value Creation In Trade Centers (BURAK ÇAPRAZ, MEHMET
UFUK TUTAN)
643
The Contribution of Technological Change on EU’s Exports (ELISABETH T. PEREIRA, JOAO BENTO, JANIS
PRIEDE)
653
The Effect Of Service Orientation On Financial Performance: The Mediating Role Of Job Satisfaction And
Customer Satisfaction (SELIM SAID EREN, M.SULE EREN, GUNGOR HACIOGLU, NEVRIYE AYAS)
661
The Influence of Authentic Leadership on Creativity and Innovativeness (BÜŞRA MÜCELDILI, HALDUN TURAN,
OYA ERDIL)
669
HOSPITALITY MANAGEMENT
Analysis Of Antalya Tourism Cluster Perceived Performance With Structural Equation Model (PELIN ARSEZEN-
OTAMIS, NEDIM YUZBASIOGLU)
679
The Relationship Between Employee Silence And Organizational Commitment In A Private Healthcare Company
(NEVIN DENIZ, ARAL NOYAN, ÖZNUR GÜLEN ERTOSUN)
687
Architectural Innovations Are Competitive Advantage For Hotels In Tourism Industry?: What Customers,
Managers And Employees Think About It?( HULUSI DOĞAN, OĞUZ NEBIOĞLU, OĞUZHAN AYDIN, İLKNUR
DOĞAN)
697
Decentralization In Health Services And Its Impacts: Swot Analysis Of Current Applications In Turkey (FADIME
ÇINAR, EROL EREN, HATUN MENDEŞ)
707
Innovative Approach To The Ethics In Health Care Organizations: Health Staff Perspective (FADIME ÇINAR,
EROL EREN)
713
Impacts Of Privatization Of Management Of Health Organizations On Public Health: Turkish Health Sector
Evaluation (FADIME ÇINAR, EROL EREN)
719
An innovative marketing information system: a management tool for South African tour operators (MARIUS
POTGIETER, JOHAN W DE JAGER, NEELS H VAN HEERDEN)
725
How Human Resource Operations Work In Higher Education Institutions?( HASAN ARSLAN, ALI AKDEMIR,
MEHMET DURDU KARSLI)
735
Innovation And Sustainable Growth Measurement In Hotel Industry: A Hierarchical Decision Making Model
(GIZEM GÜRELI GÖĞÜŞ, İBRAHIM SARPER KARAKADILAR, SINAN APAK)
743
Corporate Values On Strategic Planning Process: A Research About The Universities In Turkey (HIMMET
KARADAL, CEMILE ÇELIK, MUHAMMET SAYGIN)
753
vii
HUMAN RESOURCE STRATEGIES
Are Flexible Work Arrangements Attractive Enough For Knowledge-Intensive Businesses? (LUBICA BAJZIKOVA,
HELENA SAJGALIKOVA, EMIL WOJCAK, MICHAELA POLAKOVA)
763
The Impact Of HRM Capabilities On Innovation Mediated By Knowledge Management Capability (GÖNÜL KAYA
ÖZBAĞ, MURAT ESEN, DILEK ESEN)
775
An Application In Human Resources Management For Meeting Differentiation And Innovativeness Requirements Of
Business: Talent Management (SEFER GÜMÜŞ, SUDI APAK, HANDE GÜLNIHAL GÜMÜŞ, ZUHAL KURBAN)
785
Linking Competitive Rivalry To Internal Communication In Private Healthcare Organizations (GÜLTEKIN
ALTUNTAŞ, FATIH SEMERCIÖZ, ARAL NOYAN)
801
The Relationship Between Human Resource Management Practices And Organizational Commitment: A Field Study
(A. ASLAN ŞENDOĞDU, AYŞE KOCABACAK, ŞÜKRÜ GÜVEN)
811
Developing Core Competencies: Student Mobility Case (VILMANTĖ KUMPIKAITĖ, KĘSTUTIS DUOBA)
819
The Relationship Between Strategic Management, Institutionalization And Human Resource Management: A Survey
Study With Family Businesses Located In The Northeast Anatolia Sub Economic Region Of Turkey (ORHAN
ÇINAR, FATIH KARCIOĞLU)
827
Effects Of Talent Management On Organizational Trust: A Field Study (MEHMET ALTINOZ, DEMET
CAKIROGLU, SERDAR COP)
835
Social Media’s Role in Developing an Employees Sense of Belonging in the Work Place as an HRM Strategy (EROL
EREN, PELIN VARDARLIER)
843
Impacts Of Growth Strategies On Human Resources Policies (PELIN VARDARLIER, YALÇIN VURAL, ÖZGÜR
YILDIRIM, BURCU YILMAZTÜRK)
851
Using Job Resources And Job Demands In Predicting Burnout (MÜJDELEN YENER, ÖZGÜN COŞKUN)
859
FINANCE & BANKING
Approaches To Improving Asset Structure Management In Commercial Banks (SVETLANA SAKSONOVA)
869
Using Swot Analysis And Sem To Prioritize Strategies In Foreign Exchange Market In Iran (MOHAMMAD
SHARIATMADARI, AMIR HOMAYOUN SARFARAZ, PEGAH HEDAYAT, KIYAN VADOUDI)
877
Assessment And Analysis Strategies According To Space Matrix-Case Study: Petrochemical And Banking Industries
In Tehran Stock Exchange (TSE) (SAEED FALLAH TAFTI, ESMAEIL JALILI, LEILA YAHYAEIAN)
885
Organizational Learning On Coopetition Strategy: A Exploratory Research On A Turkish Private Banks Credit
Card Application (YUNUS DEMIREL, BURAK ARZOVA, KADIR ARDIÇ, TÜRKER BAŞ)
893
New Tendencies Of Management And Control Of Operational Risk In Financial Institutions (PJOTRS DOROGOVS,
IRINA SOLOVJOVA, ANDREJS ROMANOVS)
901
Ownership Effect On Bank’s Performance: Multi Criteria Decision Making Approaches On Foreign And Domestic
Turkish Banks (NIZAMETTIN BAYYURT)
909
SMALL BUSINESS STRATEGIES AND INTER-ORGANIZATIONAL
RELATIONS
Strategic Focus In Turkish SMEs: Emergent Or Deliberate Strategies? (ÖZLEM ÇETINKAYA BOZKURT, ADNAN
KALKAN)
919
Effects Of Support Programs On Corporate Strategies Of Small And Medium-Sized Enterprises (EBRU AYKAN,
SEMRA AKSOYLU, EBRU SÖNMEZ)
929
viii
Structuring Strategic Management With Ratio Analysis Method: A Case Study In The Transition To SME TFRS
Process (ALI HALICI, DENIZ UMUT ERHAN)
937
Evaluation Family Effects In The Context Of Power, Experience And Culture On The Business And Management In
The Family Firms (SEYFI TOP, ÖZLEM ATAN, ERCAN ÖGE)
945
A Research On The Problems Encountered In The Collaboration Between University And Industry (A. ASLAN
ŞENDOĞDU, AHMET DIKEN)
955
The Role Of Relationship-Specific Investments In Improving Performance: Multiple Mediating Effects Of
Opportunism And Cooperation (TUGBA GURCAYLILAR YENIDOGAN, SIBEL DUDEN, FULYA SARVAN)
963
Structural Effect Of Enterprises Open-Closed Innovation Models Tendencies In Product Output Process: A Study
On The Enterprises Located In The IMES Industrial Estate Turkey Example (SEFER ŞENER, ELIF HAYKIR
HOBIKOĞLU)
973
STRATEGIC CHOICE, PERFORMANCE AND GOVERNANCE
The Relationship Between Diversification Strategy And Organizational Performance: A Research Intended For
Comparing Belgium And Turkey (İLKNUR TAŞTAN BOZ, İBRAHIM ANIL, İHSAN YIĞIT)
985
A research to determine the role of process of Turkey’s entry to European Union on the foreign direct investment
(İLHAN GÜLLÜ, NAZIFE ÖZGE KILIÇ, ÜNZILE KURT, FETTAH TURAN, HAMDI BAYRAM)
995
The Choice And Use Of Strategic Planning Tools And Techniques In Turkish SMEs According To Attitudes Of
Executives (ADNAN KALKAN, ÖZLEM ÇETINKAYA BOZKURT)
1003
Measuring And Evaluating Performance Within The Strategic Management Perspective: A Study On Performance
Measurement Of A Seafood Company (BURCUARACIOĞLU, ALI ERHANZALLUHOĞLU, CEMRE CANDEMIR)
1013
The Effects Of Management Information And ERP Systems On Strategic Knowledge Management And Decision-
Making (AHMET UÇAKTÜRK, MICHEL VILLARD)
1023
Evolution Of Management Controlling Framework: Literature Review (OLGA PAVLOVSKA, IRINA KUZMINA-
MERLINO)
1031
Management Of The Educational Environment: The Context In Which Strategic Decisions Are Made (YULIA
STUKALINA)
1039
Empirical Analysis Of Effects Of Country-Level Governance To Strength Of Investor Protection (CRISTINA BOŢA-
AVRAM)
1047
Linking Governance To Efficacy Of Corporate Boards: A Global Perspective (CRISTINA BOŢA-AVRAM)
1057
Strategy Formulating For Semi-Governmental Companies, Case Study: Railway Transportation In Qods Niroo
(AMIR HOMAYOUN SARFARAZ, MOHAMMAD SHARIATMADARI, PEGAH HEDAYAT, KIYAN VADOUDI)
1067
Relationship Between Balance Of Job Demands-Control And Shared Mission/Vision For Blue-Collar Employees
(IŞIK ÇIÇEK)
1079
Ambidexterity and Firm Productivity Performance: The Mediating Effect of Organizational Learning Capacity
(HAKAN KİTAPÇI, VURAL ÇELİK)
1091
The Influence Of Internal Corporate Governance On Bank Performance - An Empirical Analysis For Romania
(VASILE DEDU, GHEORGHE CHITAN)
1099
The Impact of ERP Systems and Supply Chain Management Practices on Firm Performance: Case of Turkish
Companies (HUSEYIN INCE, SALIH ZEKI IMAMOGLU, HALIT KESKIN, ALI E. AKGUN, MEHMET NACI EFE)
1107
Evaluating the Core Capabilities for Strategic Outsourcing Decisions at Aviation Maintenance Industry (ÖZGÜR
DEMİRTAŞ)
1115
Public Debt, Democracy And Transition (ALESSIO L. LOKAR LUBICA BAJZIKOVA)
1125
ix
ORGANIZING COMMITTEE
• Erol Eren (Chairman, Istanbul Arel University, Istanbul-Turkey)
• Oya Erdil (Co-Chair, Gebze Institute of Technology, Kocaeli-Turkey)
• Ali Akdemir (Co-Chair, Arel University, Istanbul-Turkey)
• J. Strickland III (The University of Alabama, Tuscaloosa, Alabama - USA)
• Asım Şen (Beykent University, Istanbul-Turkey)
• Asuman Akdoğan (Erciyes University, Kayseri-Turkey)
• Bella Butler (Curtin University, Perth, Western Australia)
• Cemal Zehir (Gebze Institute of Technology, Kocaeli-Turkey)
Dababrata N.Chowdhury (University Campus Suffolk , Ipswich UK
• Dzineta Dimante (University of Latvia, Latvia)
• Edward A. Ward (St. Cloud State University, USA)
• Erdal Aydin (Canakkale Onsekiz Mart University, Canakkale-Turkey)
• Esin Sadıkoğlu (Gebze Institute of Technology, Kocaeli-Turkey)
• Irem Erdoğmuş (Marmara University, Istanbul-Turkey)
• Irge Sener (Cankaya University, Ankarar-Turkey)
• Jamaluddin H. Husain (Purdue University Calumet, USA)
• Janis Priede (University of Latvia,- Latvia)
• Lütfihak Alpkan (Gebze Institute of Technology, Kocaeli-Turkey)
• Mehtap Özşahin (Gebze Institute of Technology, Kocaeli-Turkey)
• Meral Elçi (Gebze Institute of Technology, Kocaeli-Turkey)
• Mümin Ertürk (Arel University, Istanbul-Turkey)
Richard Lynch (Middlesex University, London, UK)
• Selim Zaim (Marmara University, Istanbul-Turkey)
• Sonja Petrovic-Lazarevic (Monash University, Australia
• Tanses Gülsoy (Beykent University, Istanbul-Turkey)
• Uğur Yozgat (Marmara University, Istanbul, Turkey)
• Zafer Acar (Okan University, Istanbul-Turkey)
• Zoltan Veres (Budapest Business School, Hungary)
ADVISORY BOARD & PEER-REVIEW COMMITTEE
Asuman Akdoğan (Erciyes University, Kayseri-Turkey)
J. Strickland III (The University of Alabama, Tuscaloosa, Alabama - USA)
Zafer Acar (Okan University, İstanbul-Turkey)
A.A. Bulgak (Concordia University-Canada)
Aaron J. Shenhar (Stevens Institute of Technology-USA)
Adem Öğüt (Selçuk University, Konya-Turkey)
Adnan Çelik (Selçuk University,Konya-Turkey)
Adnan Ceylan (Gebze Institute of Technology, Kocaeli-Turkey)
Ahmet Kesik, Ph.D., Associate Professor (President of Strategy Development Unit, Ministry of
Finance, Republic of Turkey)
Alain Crochet (University of Sorbonne Nouvelle , Paris- France)
Alan Garcia Lira (Universidad Autonoma de Yucatan-Mexico)
Alastair J. Wright (Stenden University-Netherlands)
Alba Robert Dumi (“ Ismail Qemali" Vlora university, Albania)
Albert Schram (Maastricht University-Netherlands)
Alexander Egorshin (The Nizhny Novgorod Institute of Management and Business, Russia)
Alexi Danchey ( Fatih University, Istanbul, Turkey)
Ali Akdemir (Arel University, Istanbul-Turkey)
Ali Ekber Akgün (Gebze Institute of Technology, Kocaeli-Turkey)
Ali Halıcı (Baskent University, Ankara-Turkey)
Alistair M Brown (Curtin University of Technology, Western Australia)
Amar KJN Nayak (Xavier Institute of Management, Orrissa-India)
Andrei Burenin (Irkutsk State University, Russia)
Andrey Dashkov (Moscow State University, Russia)
Antonio Minguez Vera (Universidad de Murcia, Spain)
x
Anukrati Sharma (University of Kota, India)
Asım Erdilek (Case Western Reserve University-USA)
Asım Şen (St. John Fisher College, USA)
Atik Kulaklı (Beykent University, Turkey)
Atilla Dicle (Yeditepe University, İstanbul-Turkey)
Aurea Helena Puga Ribeiro (Fundacao Dom Cabral, Brazil)
Ayse Günsel (Kocaeli University, Kocaeli-Turkey)
Ayşen Hiç Gencer (Beykent University, Turkey)
Bahadır Akın (Selcuk University, Konya-Turkey)
Bahri Gökçebay (Kastamonu University-Turkey)
Bernd Martin (Duale Hochschule-Germany)
Beyza Kocapınar Bayarçelik (Yeditepe University, Turkey)
Bige Aşkun (Marmara University-Turkey)
Birol Bumin (Gazi University, Ankara-Turkey)
Borisas Melnikas (Vilnius Gediminas Technical University, Lithuania)
Branko Bucar (Pace University,USA)
Bülent Sezen (Gebze Institute of Technology, Kocaeli-Turkey)
Canan Çetin (Marmara University, Istanbul-Turkey)
Celso ClaudioHildebrand Grisi (University of Sao Paulo-Brazil)
Cemal Zehir (Gebze Institute of Technology, Kocaeli-Turkey)
Cengiz Yılmaz (Bogazici University, Istanbul-Turkey)
Cevat Gerni (Beykent University, İstanbul-Turkey)
Ceyhan Aldemir (Dokuz Eylül University, İzmir-Turkey)
Chien-Chung Nieh (Tamkang University, Taipei Country- Taiwan)
Con Korkofingas (Macquarie University,Sydney-Australia)
Dababrata N.Chowdhury (University Campus Suffolk , Ipswich UK)
Denizhan Kalkan (Yalova University, Turkey)
Dursun Bingöl (Atatürk University, Erzurum-Turkey)
Dzevad Sehic (Faculty of EconomicsUniversity of Sarajevo, Bosnia)
Dzineta Dimante (University of Latvia, Latvia)
Ebru Kabadayı (Gebze Institute of Technology, Kocaeli-Turkey)
Erdoğan Koç (Balıkesir University, Turkey)
Erika Sumilo (University of Latvia of Riga - Latvia)
Ekrem Tatoglu (Bahçeşehir University, Istanbul-Turkey)
Enver Özkalp (Anadolu University, Eskişehir-Turkey)
Erdal Aydın (Çanakkale Onsekiz Mart University, Turkey)
Erkan Kabak (Beykent University, Turkey)
Erkut Altındağ (Beykent University, Turkey)
Ernst Neuland (Institute for Business Innovation-South Africa)
Erol Eren (Istanbul Arel University, Istanbul-Turkey))
Esin Can (Yıldız Technical University, İstanbul-Turkey)
Esin Sadıkoglu (Gebze Institute of Technology, Kocaeli-Turkey)
Eyüp Aktepe (Gazi University, Ankara-Turkey)
Fahri Karakaya (University of Massachusetts, Dartmouth-USA)
Feyzullah Eroğlu (Pamukkale University,Denizli-Turkey)
Fuat Oktay (Turkish Airlines, Istanbul, Turkey )
Fulya Taşel (Maltepe University, Turkey)
Garry L. Adams (Auburn University, USA)
Gilbert Levine(Cornell University-USA)
Gökhan Özer (Gebze Institute of Technology, Kocaeli-Turkey)
Gönül Budak (Dokuz Eylul University, İzmir-Turkey)
Gülden Turhan (Marmara University, Turkey)
Gülruh Gürbüz (Marmara University, Istanbul-Turkey)
Gültekin Yıldız (Sakarya University, Sakarya-Turkey)
Güneş Zeytinoğlu (Anadolu University, Eskişehir-Turkey)
Guram Chikovani (Free University, Tbilisi-Georgia)
Güran Yahyaoğlu (Canakkale Onsekiz Mart University, Canakkale-Turkey)
Gürcan Papatya (Süleyman Demirel University, Isparta-Turkey)
Güven Alpay (Boğaziçi University, İstanbul-Turkey)
Güven Murat (Karaelmas University, Zonguldak-Turkey)
xi
Hakan Kitapçı (Gebze Institute of Technology, Kocaeli-Turkey)
Hakkı Eraslan (Düzce University, Turkey)
Halil Çivi (İnönü University, Malatya-Turkey)
Halil Zaim (Fatih University, Turkey)
Halim Kazan (Gebze Institute of Technology, Kocaeli-Turkey)
Halis Kalmış (Canakkale Onsekiz Mart University, Canakkale-Turkey)
Halit Keskin (Gebze Institute of Technology, Kocaeli-Turkey)
HA-Nguyen (Vietnam National University, Hanoi School of Business, Vietnam)
Hans Zwart (Stenden University-Netherlands)
Harun Demirkaya, (Kocaeli University, Kocaeli, Turkey)
Hasan İbicioğlu (Süleyman Demirel University, Isparta-Turkey)
Hayat Kabasakal (Boğaziçi University, İstanbul-Turkey
Hikmet Timur (Hacettepe University, Ankara-Turkey)
Hisao Fujimoto (Osaka University of Economics, Japon)
Howard Clayton (Auburn University, USA)1
Hüseyin İnce (Gebze Institute of Technology, Kocaeli-Turkey)
Hüseyin Kanıbir (Balıkesir University, Turkey)/em>
Hüseyin Özgen (Çukurova University-Turkey)
Ibrahim Anıl (Marmara University, Turkey)
Inan Özalp (Anadolu University, Eskişehir-Turkey)
Irina Kuzmina-Merlino (Transport and Telecommunication Institute, Latvia)
Jamaluddin H. Husain (Purdue University, USA)
Janis Priede (University of Latvia, Latvia)
Jiri Mezulanik (Silesian University, Opava-Czech Republic)
JoAnn D. Hawkins, Howard Community College, Columbia, Maryland, USA
Joann D. Howkins (Howard Community College- Colombia)
Johan Hough (Stellenbosch University, South Africa)
Julie Barker Lebo (Ball State University-USA)
Julie Barker Lebo,( Ball State University, Muncie, Indiana, US)
Jungwan Lee (Bang College of Business, Kazakhstan)
Kadir Varoğlu (Başkent University-Turkey)
Kamil Kozan (St. John Fisher College, USA)
Kathleen Marshall Park (Massachusetts Institute of Technology, USA)
Kenneth Holland (Ball State University-USA)
Kenneth Holland (Ball State University, Muncie, Indiana, USA )
Lars Ehrengren (Stockholm University, Sweden)
Ljiljana Maurovic (University of Rijeka, Croatia)
Lonnie Strickland (The University of Alabama, Tuscaloosa, Alabama - USA)
Lütfihak Alpkan (Gebze Institute of Technology, Kocaeli-Turkey)
M. K. Sharma (Himachal Pradesh University, Shimla-India)
M. Şükrü Akdoğan (Erciyes University-Turkey)
Mahir Nakip (Ahmet Yesevi University-Kazakhstan)
Mahmut Özdevecioğlu (Melikşah University, Kayseri-Turkey)
Mahmut Paksoy (İstanbul Kültür University-Turkey)
Maria Klimikova (University of Economics in Bratislava-Slovakia)
Mariana Dodourova (University Of Hertfordshire, UK)
Marius Ungerer (Stellenbosch University, South Africa)
Maris Purgailis (University of Latvia of Riga - Latvia)
Margarita Dunska (University of Latvia of Riga - Latvia)
Mehmet Barca (Sakarya University, Sakarya-Turkey)
Mehmet Demirel (TUBITAK-Turkey)
Mehmet Sahin (Anadolu University, Eskisehir-Turkey)
Mehmet Şahin (Canakkale Onsekiz Mart University, Turkey)
Mehmet Zor Kaya (Diyalog Avrasya, Chisinau, Republic of Moldova)
Metin UYAR (Trakya University, Turkey)
Muhammet Akdis (Ahmet Yesevi University-Kazakhstan)
Muhsin Halis (Gaziantep University, Gaziantep-Turkey)
Mümin Ertürk (Arel University, İstanbul-Turkey)
Münevver Çetin (Marmara University, İstanbul-Turkey)
Murat Kasimoglu (Canakkale Onsekiz Mart University, Turkey)
xii
Murat Kayalar (Süleyman Demirel University, Isparta-Turkey)
Musa Pınar (Valparaiso University, Indiana-USA)
Mustafa Aykaç (Kırklareli University-Turkey)
Mustafa Köksal (Kocaeli University, Kocaeli-Turkey)
Müjdelen Yener (Marmara University, Turkey)
Nazan Yelkikalan (Canakkale Onsekiz Mart University, Canakkale-Turkey)
Necdet Timur (Anadolu University, Eskisehir-Turkey)
Neil Bechervaise (Divine Word University, Madang - Papua New Guinea)
Nevin Deniz (Marmara University, Turkey)
Nevzat Demir (Fıratpen-Turkey)
Nigar Demircan Çakar (Düzce University, Turkey)
Nihan Yıldırım (Istanbul Technical University, Turkey)
Nizamettin Bayyurt (Fatih University, Turkey)
Nurhan Papatya (Süleyman Demirel University, Isparta-Turkey)
Nurullah Genç (Kocaeli University, Kocaeli-Turkey)
Orhan Elmacı (Dumlupınar University, Kütahya-Turkey)
Oya Erdil (Gebze Institute of Technology, Kocaeli-Turkey)
Ömer Adil Atasoy (Osman Gazi University, Eskişehir-Turkey)
Ömer Torlak (Osman Gazi University, Eskişehir-Turkey)
Ömür Özmen (Dokuz Eylül University, İzmir-Turkey)
Özlem Özkanlı (Ankara University, Ankara-Turkey)
Patrick Bemelmans (Stenden University-Netherlands)
Paul Z. Jackson ( The Solutions Focus, St. Albans, UK)
Pauline Magee-Egan (St. John’s University, USA)
Peet Venter (University of South Africa, Pretoria-South Africa)
Pervez N. Ghauri (King’s College London-UK)
Radhi El-Mabuk (University of Northern Iowa-USA)
Recep Şener (Muğla University, Muğla-Turkey)
Refik Culpan (Pennsylvania State University, Harrisburg-USA)
Refika Bakoğlu (Marmara University, İstanbul-Turkey)
Reşit Özkanca (Melikşah University-Turkey)
Rezan Tatlıdil (Ege University, İzmir-Turkey)
Richard Alan Nelson (Manship School of Mass Communication-USA)
Richard Lynch (Middlesex University, London-UK)
Rıdvan Karalar (Anadolu University, Eskişehir-Turkey)
Riza Atiq Abdullah (Universiti Ke Bangsaan-Malaysia)
Roberts Skapars (University of Latvia, Latvia)
Sabahat Bayrak (Pamukkale University, Denizli-Turkey)
Sadi Can Saruhan (Marmara University, İstanbul-Turkey)
Sefer Şener (İstanbul University, Istanbul-Turkey)
Selahattin Sarı (Beykent University, İstanbul-Turkey)
Selen Doğan (Niğde University, Niğde-Turkey)
Selim Aren (Gebze Institute of Technology, Turkey)
Selim Eren (Çanakkale Onsekiz Mart University, Turkey)
Selim Özdemir (Qafqaz University, Baku, Azerbaijan)
Selim Zaim (Marmara University, Turkey)
Senem Besler (Anadolu University, Turkey)
Sima Nart (Sakarya University, Turkey)
Şerafettin Sevim (Dumlupınar University, Kütahya-Turkey)
Sergei Mordovin (International Management Institute St. Petersburg, Russia)
Sevinç Köse (Celal Bayar University, Manisa-Turkey)
Şevki Özgener (Nevşehir University, Nevşehir-Turkey)
Şule Eren (Çanakkale Onsekiz Mart University, Turkey)
Shamsul Nahar Abdullah (Northen University of Malaysia,AmanMalasia)
Sharan L. Oswald (Auburn University, USA)
Shaukat Ali (University of Wolverhampton, Shropsire-Great Britain)
Sonja Petrovich Lazarevic (Monash University, Victoria-Australia)
Stanislav Poloucek (Silesian University, Opava-Czech Republic)
Stasys Vaitkevicius (Mykolas Romeris Universty-Lithuania)
Subodh Bhat (San Francisco State University,San Francisco - USA)
Sudi Apak (Beykent University, Turkey)
Süleyman Türkel (Çağ University, Mersin - Turkey)
T. Diana A. De Macedo- Soares (Pontifical Catholic University of Rio de Janeiro, Brazil)
Tanses Gülsoy (Beykent University, İstanbul-Turkey)
Tatiana A. Burenina (State University of Management, Russia)
Tijen Harcar (İzmir University of Economics, Turkey)
Tuğba Karabulut (Istabul Commerce University, Turkey)
Tuna Taner (Celal Bayar University, Manisa-Turkey)
Uğur Yozgat (Marmara University, İstanbul-Turkey)
Ülkü Dicle (Yeditepe University, İstanbul-Turkey)
Ümit Alnıaçık (Kocaeli University, Turkey)
Ute Stoltenberg (University of Luneburg-Germany)
Viesturs Pauls Karnups (University of Latvia of Riga - Latvia)
V. Dolyatovskiy (The Rostow State University, Russia)
Victor Gnevko (St. Petersburg Institute of Management and Economics, Russia)
Vojtech Malatek (Silesian University, Opava-Czech Republic)
Warren J. Keegen (Pace University, USA)
Xavier Richet (University of Sorbonne Nouvelle-Paris 3, France
Yasemin Arbak (Dokuz Eylül University, İzmir-Turkey)
Yener Pazarcık (Çanakkale Onsekiz Mart University, Çanakkale-Turkey)
Yonca Gürol (Yıldız Technical University, İstanbul-Turkey)
Yücel Acer (Canakkale Onsekiz Mart University, Canakkale-Turkey)
Zeyyat Hatipoglu (Dogus University, Istanbul-Turkey)
Zoltán Veres (Budapest Business School, Budapest, Hungary)
xiv
xv
PREFACE
Dear Colleagues,
Welcome to the 9
th
International Strategic Management Conference in Riga, Latvia. On
behalf of the organizing committee of our conference, we would like to express our great
appreciation and honor to all of you from all around the world for sharing your valuable
work with us.
We have organized this 9
th
conference with the academic collaboration of Gebze Institute of
Technology University of Latvia and Istanbul Arel University. We have also enjoyed this year
again the cooperation of Elsevier and Emerald Group which have also participated to this
organization. I would like to thank to those who have contributed to the preparation and
publication to the conference in a successful manner.
The 9
th
International Strategic Management Conference received a total 188 extended
abstracts from 25 different countries. After carefully screening, 134 full papers were accepted
for the Conference. Among accepted papers, 10 papers were selected to be published in
Journal of Global Strategic Management.
Papers have been generally sent by academicians from Europe, The Balkan States, The
Middle East, Australia, Russia and the USA. The countries providing papers are as follows;
Albania, Australia, Denmark, Finland, Germany, Iran, Iraq, Italy, Latvia, Lithuania,
Malaysia, Mexico, Papua New Guinea, Pakistan, Poland, Romania, Russia, Spain,
Switzerland, South Africa, Saudi Arabia, Slovakia, United Kingdom, USA, and Turkey.
Unfortunately, some participants have been unable to attend the conference due to visa
problems. This year, we have two valuable keynote speakers. One of the well-known
academician from Purdue University, Calumet, USA, Prof. Dr. Jamaluddin Husain will
address you “On Micro-finance as a New Strategies in Establishment of Small Sized
Enterprises”. Second Keynote Speaker, well-known Professional Juris Binde (Ph.D)
President of Latvijas Mobilais Telephons, Latvia, will address you “On Leadership and
Strategy in Dynamic Business Environment”.
Dear colleagues and guests; Ladies and Gentlemen, with my sincere wish, I would like once
again to welcome you and enjoy with 9
th
International Strategic Management Conference.
Erol EREN, Ph.D.
Chairman of the Conference
xvi
xvii
PREFACE
We are honored to welcome you to the 9
th
International Strategic Management Conference in
Riga/Latvia. This year’s theme is New Directions in Sustainable Growth and Innovation
Strategies”.
We convened here, coming from different parts of the world, to discuss and explore for
international competition and cooperative strategies in sustainable development. We are
going to debate on different approaches and models in strategic management, industry
analyses, ethical issues, innovation and many other issues, not only economic and technology
point of view, but also addressing mainly the problems and issues of sustainable development.
Academicians from different countries submitted original papers for conference presentation
and for publication in the Proceedings Book. All competitive papers were subject to a peer
review. The results of these efforts produced 134 empirical, conceptual, and methodological
papers involving all functional areas of strategic management with a specific focus on
sustainability in growth and innovation strategies. I would like to express our appreciation to
the reviewers for reviewing the papers that were submitted to this conference. We also thank
to all those who submitted their work to be considered for presentation at the Conference.
All of us here worked very hard to make this conference a success. The conference could not
have been held without the diligent work of Professor Erol Eren, Chairman of the Conference
who made great effort to perfect all arrangements. Special thanks to him for his leadership
and execution of 2013 Conference. I want to extend special appreciation to Mehtap Özşahin
for her hard work and commitment to the conference development.
We hope that you will benefit from the Conference and enjoy your stay in this great land,
Riga.
Oya Erdil, Ph.D
Co-Chair of the Conference
xviii
xix
PREFACE
That we have held such an international event called 9
th
International Strategic Management
Conference for the 9th time is very meaningful for us. More and more countries as well as
companies, NGOs and local administration have been giving importance to strategic
management to have long-term perspective and tackle the problems they can face.
The main reason of this approach and tendency of strategic management is that we have been
experiencing a world-wide economical crisis, basically, since 2007. It has also become the
main steering force behind several global political crises. Since that date, in many countries,
economic crises were followed by political ones. Many leaders of many countries had to
resign after the economic crises. This situation indicates that politics and economics have
been deeply affecting one another for last five years. In addition, political and economic
crises have been not only global but also structural .
Since crises have been structural and global, and since the topic of strategic management has
been global, we need strong policies of innovation, in order to manage them effectively. By
the concept of global we mean countries and states, not for profits, are interested in strategic
management as well as for profit organizations. Crises and their managing policies based on
innovation require such an approach. In this context, and in the framework of strategic
management, in order to fight crises and implement strategic management successfully, an
evaluation including various and alternative innovation policies can be revealed and
summarized as follows
*
:
There are three types of innovation, some of which are focused on crises and each poses
different levels of risk: The first one, the “empowering innovations” can transform products
that historically were so complicated and expensive that only the rich had access to them. The
Model T of Ford was one of those. The personal computer was one of those. The smart phone
is this again. These kinds of innovations also create new jobs. The second type, which is
called “sustaining innovations”, make existing good products even better. They don’t create
new jobs. The third, which is called “efficiency innovations”, help us make the same products
cheaper, and they reduce jobs in the economy.
Over the recent years, executives and investors have stopped investing in empowering
innovations, because they pay off in five to eight years, and instead, invest in efficiency
innovations, which pay off in one or two years. We are awash in cash, and yet we continue to
invest as if capital was scarce. And so we’re not investing in the kind of innovations that
would create growth. In order to avoid for us from the crises, we need to invest in
empowering innovations primarily.
Efficiency innovation is really a lot about our business model. We often call it the productivity
loop, and it’s really operating with lower expenses, more efficiency, lowering prices for
customers and as a result having more customers, which allows for more efficiency.
*
for more information: Time Magazine Jan 2013, (online),The TİME at Davos debate :The rewards of
mastering innovation risk…
xx
We think that some companies have had two versions of a lot of empowering or disruptive
innovation. One has been in the area of sustainability. Another area of empowering or
disruptive innovation would be the area of e-commerce, using technology today.
We’re on the cusp of what is a major uptrend in innovation. Even the world of academia has
been very obsessed with this phenomenon of frugal innovation coming out of Asia. Even Apple
is facing the rise of companies like Samsung that are doing more for less.
What is going to happen is that we’re going to see cutting-edge innovation is required. That is
why we are not going to be able to get to our aspirations and visions by doing more for less.
We have to be able to do pioneering, cutting-edge innovation. That is why, first priority for
countries as well as companies must be empowering innovation like mentioned above in order
to tackle chaos and any sort of crises and bring innovative products and services to markets
in a way crisis management and innovation policies are integrated in strategic management.
Not only crises but also strategic management has been global, like we mentioned before. In
this context, at the levels of organization, companies, local administration and state, strategic
management must be prepared together with crisis management and innovation policies. At
this point, the main mention we are trying to lay out is that crisis management and innovation
policies must be integrated in strategic management...
For these reasons, the 9
th
International Strategic Management Conference has been
important and significant to hold in this theme, in Latvia. I am sure the presentations of the
9th International Strategic Management Conference are going to give significant
contributions to the perspective we mentioned above. Before ending my words I would like to
thank to Chair of Conference Prof.Dr. Erol Eren , Co-chair Prof.Dr. Oya Erdil and Dr.
Mehtap Ozşahin, for working very hard and effectively for this event. I would like also to
thank to participants and presenters for joining our event and presenting presentations.
Ali Akdemir, Ph.D.
Co-Chair of the Conference
615
9
th
International Strategic Management Conference
Exploring the Innovativeness and Market Orientation Through
Mission and Vision Statements: The Case of Istanbul Stock
Exchange Companies
Aykan Candemir
a
, Ali Erhan Zalluhoğlu
b
a,b
Ege University, Faculty of Economics and Administrative Sciences, İzmir, 35040, Turkey
Abstract
Today, the role of innovation and market orientation has turned into an important competitive tool to sustain competitive
advantage and survive in the global competitive market. Market orientation and innovativeness are among the major value
adding aspects for the strategies of the companies. Also, competitiveness, profitability and innovativeness of the companies
that are open to the public (of whose stocks are traded in the stock exchange market) can be considered as vital indicators for
the stockholders. Within this context, mission and the vision statements which can be seen as important explanations to
describe the organizations’ basic reasons of existence, values, objectives and priorities for strategic management process also
reflect the market orientation and innovativeness. In this study, 329 companies in Istanbul Stock Exchange are examined by
content analysis method by examining their mission and vision statements through their web sites and annual reports. The
data are used in the analysis to determine the companies’ innovativeness and market orientation levels and these will be
compared by various sector.
Keywords:Mission and Vision statements, Market Orientation, Innovativeness.
© 2013 Published by Elsevier Ltd.Selection and/or peer-review under responsibility of the 9
th
International
Strategic Management Conference
1. Introduction
Strategic management is a set of managerial decisions and actions that determines the long run performance
of a corporation (Wheelen and Hunger, 2012). Closely linked to the ideas of social structure, institutions and
organisations are the notions of habits, customs, traditions, routines, mores, norms, values, cultures, paradigms,
beliefs, missions and visions (Stacey, 2011) . These are all ideas about the repetitive, enduring practices of
people in their ongoing dealings with each other in institutional life. An organization’s mission is the purpose or
reason for the organization’s existence. A well-conceived mission statement defines the fundamental, unique
purpose that sets a company apart from other firms of its type and identifies the scope or domain of the
company’s operations in terms of products (including services) offered and markets served. Vision describes
what the organization would like to become. (Wheelen and Hunger, 2012).Mission and vision statements are
also important explanations for the organizations’ values, objectives and priorities for strategic management
process. In the light of these statements, companies form their strategies, plans and policies and direct their
actions. Market orientation must be understood not only as a set of behaviors and values but also as a culture,
(Homburg and Pflesser, 2000 and Narver et al., 1998) since culture acts as a bridge between strategy and
implementation (Deshpandé and Webster, 1989). Market orientation is defined as “a culture in which all
employees are committed to the continuous creation of superior value for customers” (Narver et al., 1998, p.
242). Market orientation is based on the aim of constantly gathering information for market variables like
customers, competitors, suppliers and sharing this information in the organization. Market orientation has also
relations with innovation which can refer to new products or services, new production processes, new marketing
techniques, and new organizational or managerial structures, and may also involve technology, intellectual
property, business and physical activity (Sundbo, 1998; Mazzarol, Reboud, 2008). The importance of innovation
616
for improving competitiveness and stimulating economic growth has increasingly become the focus of public
attention in recent years.
Literature Review And Hypotheses
Mission and vision statements
An organization’s mission is the purpose or reason for the organization’s existence. It tells what the company
is providing to societyeither a service such as housecleaning or a product such as automobiles. Peter Drucker
stated that mission statements of firms answer the questions “What is our business? What should it be for the
enterprise as a whole?(Drucker, 2007).A well-conceived mission statement defines the fundamental, unique
purpose that sets a company apart from other firms of its type and identifies the scope or domain of the
company’s operations in terms of products (including services) offered and markets served. The mission
statement is generally viewed as important to the long-term interests and survival of the firm (Pearce, 1982). The
Mission Statement is a crucial for developing strategic plan and represents its organizational existence. Mission
statement answers two basic questions that the stakeholders might ask about a company: identity of company,
differences from the others and what the company does (Dermol, 2012).Vision describes what the organization
would like to become. (Wheelen and Hunger, 2012).Also strong visions have been described as inspiring, and
greater levels of optimism, confidence and the importance of followers' contribution, and the intrinsic rewards
associated with company achievement (Baum, 1998; Berson,2001). Vision statements reflect firm’s values and
aspirations and are intended to capture the heart and mind of each employee and, hopefully, many of its other
stakeholders. A firm’s vision tends to be enduring while its mission can change in light of changing
environmental conditions. A vision statement tends to be relatively short and concise, making it easily
remembered (Hitt et. al., 2011).
Market Orientation
A market orientation is a business culture in which all employees are committed to the continuous creation of
superior value for customers (Narver, Slater and Tietje, 1998). Kohli and Jaworski (1990) define market
orientation as the organization wide information generation, dissemination and appropriate response related to
current and future customer needs and preferences. Market orientation clearly contributes to a firm’s competitive
advantage through its demonstrated relationships with financial performance and innovation. Market-oriented
businesses are committed to understanding both the expressed and latent needs of their customers, the
capabilities and plans of their competitors through the processes of acquiring and evaluating market information
in a systematic and anticipatory manner. They continuously create superior customer value by sharing the
knowledge broadly throughout the organization and by acting in a coordinated and focused manner (Slater and
Narver, 1995). Compared to customer-led businesses, market-oriented businesses scan the market more broadly,
have a longer-term focus, and are much more likely to be generative learners (Slater and Narver, 1998).
Sabuncuoğlu and Gök (2008) added “market information” dimension to market orientation. Deshpande et al.
(1993) and Jaworski et al. (1993) specifically tested for superior performance relative to competitors. King et. al.
(2011), found similarities in the mission statements of these English speaking countries (i.e. U.S.A., Canada,
Australia, Britain). Customers are the most frequently mentioned stakeholder in these large corporations and
providing a quality product or service to them is the most commonly included goal or objective. Employees and
stockholders follow customers as most typically included stakeholders. Conducting global operations and ethical
behavior are two other critical goals in these countries. Finally, to a lesser extent, the goals of growth,
profitability, and leadership are also significant.
Innovation
The dynamic changes in the world economy forces the companies to innovate. Companies which fail to
innovate, face the danger of losing their competitiveness. Innovation can be described as the successful
implementation of creative ideas within an organization. Innovation can refer to new products or services, new
production processes, new marketing techniques, and new organizational or managerial structures, and may also
involve technology, intellectual property, business and physical activity (Mazzarol and Reboud, 2008). It can be
either incremental or radical in nature (Cooper, 1998).Schumpeter is acknowledged as the founder of research in
innovation. According to Schumpeter (1987), innovation is the implementation of new factor combinations (i.e.
new good, new production method, new market, new source of raw materials or semi-finished products, new
organization). According to Peter Drucker (2002), innovation is the specific tool of entrepreneurs, the means by
617
which they exploit change as an opportunity for a different business or a different service. Hamel (1998)
redefines innovation as strategic innovationthe capacity to reconceive the existing business model in ways that
create new value for customers and stakeholders and advantage over the competition. Snyder and Duarte (2003)
defined innovation as any product or service that creates unique and compelling solutions valued by our
customers, real and sustainable competitive advantages, and extraordinary value for our shareholders. In
addition, innovation should create a clear linkage to our customer loyalty mission, drive breakthrough levels of
thinking, and include a wide scope of work from core products to new to- the-world offeringsfrom high-end
products to innovation for the masses and across all customer touch points. It must also drive a reallocation of
our resources to be more focused on our strategic objectives. In a study for German firms Peters (2006) found
that the net effect of product innovations is positive and that new products have been the major driver of
employment growth in manufacturing and services. Innovation performance exhibits such true state dependence
implies that innovation-stimulating policy programs open up potential long-lasting effects because they do not
only affect the current innovation activities but are likely to induce a permanent change in favor of innovation.
Wölfer (2010) states that long-term innovation success inevitably requires a professionally structured
management of innovations which is based on a professional evaluation, realization and control of innovation
activities and family businesses are better innovators mainly due to their attitude towards innovation
management.
Methodology
Research Goal
Mission and vision statements are the important explanations of the company’s strategic views. In this study,
innovativeness and market orientation of the companies which take part in Istanbul Stock Exchange (ISE-
Turkey) were analyzed. The companies in the ISE were examined through their mission/vision statements on
their web sites and annual reports according to sectors and the company’s operating period (establishment date)
to explore the differences in each group.
Sample and Data Collection
The study was conducted between the January-March 2013 through the companies in Istanbul Stock
Exchange (ISE) by content analysis. There are 402 companies inthe list of ISE. Firstly, the mission and vision
statements were checked from the companies web page after that if mission/vision statements are missing in the
web page, the annual reports of the companies were examined. The findings were categorized into five groups
i.e. 1.The companies having both mission and vision statements on their web page, 2.The companies having only
one of the statements on their web pages, 3.Companies having web pages but having mission and vision
statements only in their annual reports and the last 4. None of the statements is in neither in web page nor annual
reports .
The sample included businesses from a wide range of sectors.In the ISE list329 companies were found as
eligible. The variables based on the studies of Narver and Slater, Kohli ve Jaworski as well as Sabuncuoğlu and
Gök (2008) were used for the content analysis. The analyses were done considering the companies, sectors they
belong to and the operating year of the companies.
In the study, “Customer Orientation”, “Interfunctional Coordination”, “Competitor Orientation” and “Market
Information” are used as factors. In addition, "New Products Development" and "Innovation" items were used
for “Innovation” factor. The factors and items are as follows:
Customer Orientation : Customer Satisfaction Objectives, Understanding Customer Needs, Being
Customer Oriented, Creating Customer Value, After Sales Service
Interfunctional Coordination : Participative Management, Intra Company Communication/Source Sharing
etc., Team Spirit/Work, Integrated Strategy Implementation
Competitor Orientation : Creating Competitive Advantage, Being Superior to Competitors, Being
Competitive, Sensitivity to Competitors’ Actions
Market Information : Increasingthe Know-How, Supplying Information about Target Markets,
Market Research for Target Markets,
618
Limitations of Study
The absence of a clearly classified list of the companies by ISE is the major limitation for the study. An
access problem to web pages of the companies is another problem for the conduct of the study. The differences
considering the information about the companies (updates etc.) cause difficulties for analyses. Due to the page
limitation data analyses could not be expanded, only the fundamental analyses are presented.
Analyses and Results
170 manufacturing and 159 service&trade companies were examined for their vision and mission statements.
15% of the companies are young companies (less than 15 years), 32.8% of the companies between 16-30, 24%
of the companies are between 31-45 and 27% of the companies are more than 45 years old. There are 269
companies having a mission statement and 262 of all have a vision statement on their web page or annual report.
Table 1. Frequency of Mission/Vision Statements
Sectors
Frequency
Having Mission/VissionStatements
Frequency
Manufacturing Companies
170
Mission statementson web page or Annual Report
269
Service&Trade Companies
159
Vision statements in web page or Annual Report
262
Year of Establishment
Accessibility to Mission/Vision Statements
Both Mission/vission Statements on web page
207
Less than 15 years
52
Only vision statements on web page
22
Between 16-30 years
108
Only mission statements on web page
16
Between 31-45 years
79
No Vision/Mission statements on web page or Annual Report
59
Over 45 years
90
Mission/vision Statements are only in Annual report
25
Total
329
Total
329
From the frequency Table 1, it can be seen that almost %82 of the companies have mission or vision statements
on their web pages or annual reports. Only the 66% of the companies have both mission and vision statement on
their web pages. 7% of the companies have web page but they do not have their mission/vision statement in there
however they prefer to use their statements in their annual report. Also 17% of the companies do not have
mission / vision statement in both their web page and annual report.
In Table 2, companies are divided into two groups i.e. according to sectors and availability for their
mission/vision statements. According to Table 2, 85.9% of the manufacturing companies and 77.4% of the
service&trade companies have mission statement on their web page/annual report. Besides this, 84.7% of the
manufacturing and 74.2% of the service&trade companies firms have vision statement on their web page/annual
reports.
Table 2. Frequency Table of Mission/Vision Statements (Sectors)
Mission Statements
Total
Vision Statements
Total
No
Yes
No
Yes
Manufacturing
Companies
Count
24
146
170
Manufacturing
Companies
Count
26
144
170
% within
14.1
85.9
100
% within
15.3
84.7
100
Service&Trade
Companies
Count
36.0
123.0
159
Service&Trade
Companies
Count
41.0
118.0
159
% within
22.6
77.4
100
% within
25.8
74.2
100
TOTAL
Count
60.0
269.0
329
TOTAL
Count
67.0
262.0
329
% within
18.2
81.8
100
% within
20.4
79.6
100
Intangibility pertains to the inability of services to be seen, felt, tasted, counted, or touched also services cannot be
displayed, physically, demonstrated or illustrated. Due to the intangible nature, service companies try to find ways for present
their services and services quality to consumer (Zeithalm. 1981). Thus. mission and vision statements can help the
619
service&trade companies express themselves and their strategies. In Table 2. on the contrary to expectations.
higher percentage of companies in manufacturing has vision and mission statements compared to service&trade
companies. This is a significant result that needs further investigation.
Table 3. Frequency Table of Mission/Vision Statements (Operating Period)
Operating Period * Mission Crosstabulation
Operating Period * Mission Crosstabulation
Mision
Statement
Total
Vision
Statement
Total
No
Yes
No
Yes
Operating
Period
Less than
15 years
Count
13
39
52
Operating
Period
Less than
15 years
Count
15
37
52
% within
25
75
100
% within
28.85
71.15
100
Between
16-30
years
Count
18
90
108
Between
16-30
years
Count
25
83
108
% within
16.67
83.33
100
% within
23.15
76.85
100
Between
31-45
years
Count
19
60
79
Between
31-45
years
Count
17
62
79
% within
24.05
75.95
100
% within
21.52
78.48
100
Over 45
years
Count
10
80
90
Over 45
years
Count
10
80
90
% within
11.11
88.89
100
% within
11.11
88.89
100
Total
Count
60
269
329
Total
Count
67
262
329
% within
18.24
81.76
100
% within
20.36
79.64
100
As can be seen in the Table 3, regardless of their operating period, having a mission/vision statement does
not differ among companies. 75% of the companies operating less than 15 years, 83.3% of the companies
operating between 16-30 years, 75.95% of the companies operating between 31-45 years and %88.9 of the
companies operating over 45 years have mission statements on their web pages or annual reports. Furthermore,
71.15% of the companies operating less than 15 years, 76.85% of the companies operating between 16-30 years,
78.48% of the companies operating between 31-45 years and 88.9% of the companies operating over 45 years
have vision statements on their web pages or annual reports. Although the establishment dates of the companies
are different, it can be said thatthere is no significant difference between each companies.
In Table 4, mission statements according to market orientation are listed by the output of mission statement.
As it can be seen, 52% of the companies emphasize Customer Satisfaction Objectives”, 50% of them
“Understanding Customer Needs”, 49% of them “Being Customer Oriented” and 44% of them used “Creating
Customer Value” in their mission statements. These four items take part in the “Customer Orientation” factor.
However “After Sales Service” item, which is in the customer orientation has the lowest score and separated
from others. This can be explained by Turkish companies being usually focused on selling but not yet after sales
services. Also all of the Interfunctional Coordination” items have fewer scores than both “Competitor
Orientation” and “Market Information” factors. In Turkey most of the companies are still focused on increasing
their sales and they do not notice the importance of interfunctional coordination. Competitor Orientation” and
“Market Information” factors have nearly same score.
Table 4. Mission Statements and Items for Market Orientation
Priority
Items
Frequency
1
Customer Satisfaction Objectives
141
2
Understanding Customer Needs
136
3
Being Customer Oriented
132
4
Creating Customer Value
119
5
Creating Competitive Advantage
104
6
Increase The Know-How
100
7
Being Superior to Competitors
100
8
Supplying Information about Target Markets
96
620
9
Being Competitive
95
10
Team Spirit/Work
59
11
Integrated Strategy Implementation
58
12
Market Research for Target Markets
57
13
Participative Management
56
14
Intra Company Communication/Source Sharing etc.
40
15
Sensitivity To Competitors’ Actions
38
16
After Sales Service
19
The priority list of market orientation items change in vision statements since vision statements are about the
future of company. As expected, the results of the vision statement analysis are different from the mission
statement analysis. As depicted in Table 5, 53% of the companies emphasize “Being Superior to Competitors”,
50% Creating Competitive Advantage” and 44% Being Competitive” in their vision statements. These three
items take placein “Competitor Orientation” factor of market orientations.
Analyses may point that Turkish companies mostly desire to be the leaders in their market. Similar to
mission statements, “Interfunctional Coordination” appears as the least emphasized factor. Turkish companies
also do not give enough importance to coordination in their strategic management. The factors Customer
Orientationand “Market Information” have almost the same scores.
Table 5. Vision Statements and Items for Market Orientation
Priority
Items
Frequency
1
Being Superior to Competitors
140
2
Creating Competitive Advantage
131
3
Being Competitive
116
4
Increase the Know-How
94
5
Understanding Customer Needs
87
6
Customer Satisfaction Objectives
86
7
Being Customer Oriented
84
8
Supplying Information about Target Markets
81
9
Creating Customer Value
65
10
Market Research for Target Markets
53
11
Team Spirit/Work
43
12
Participative Management
39
13
Sensitivity to Competitors’ Actions
36
14
Integrated Strategy Implementation
36
15
Intra Company Communication/Source Sharing Etc.
31
16
After Sales Service
13
Today, technology is changing quite rapidly and product life cycle is becoming shorter. Therefore the
companies should adapt themselves to these new conditions. That is why the innovation is becoming more
important in strategic management decisions. The innovation concept, however, is not limited only with the
products. Due to that reason the innovation concept is examined separately from new product development. In
45% of mission statements “New Product Development” is used and “Innovation” takes place in 29% of the
mission statements. Also in the vision statement, “New Product Development” takes place in 37% in vision
statements, “Innovation” takes place in 16% in vision statements. The results are shown in Table 6.
Table 6. Vision/Mission Statements According to Innovation
Mission Statements
Frequency
Vision Statements
Frequency
New Product
Development
122
New product development
99
Innovation
79
Innovation
51
In Table 7, availability of the innovativeness in the mission statements was analyzed according to the sectors. As
can be seen in the Table 7, 40.6% of the manufacturing firms and 33.3% of the service&trade firms have “New
621
Product Development” expression in their Mission Statements on their web page/annual reports. 26.5% of the
manufacturing and 21.4% of the service and trade firms have “Innovation” expression in their mission statement
on their web page/annual reports. Both expressions have similar percentages however companies seem to put
more emphasis on “New Product Development” yet manufacturing companies use more words related to
innovativeness in their mission statements.
Table 7.Frequency Table of Using Innovativeness Terms in Mission Statements (Sectors)
Using New Product
Development in
Mission Statements
Total
Using “Innovation”
inMission Statements
Total
No
Yes
No
Yes
Manufacturing
Companies
Count
101
69
170
Manufacturing
Companies
Count
125
45
170
% within
59.4
40.6
100
% within
73.5
26.5
100
Service&Trade
Companies
Count
106
53
159
Service&Trade
Companies
Count
125
34
159
% within
66.7
33.3
100
% within
78.6
21.4
100
TOTAL
Count
207
122
329
TOTAL
Count
250
79
329
% within
62.9
37.1
100
% within
76.0
24.0
100
As can be seen in Table 8, availability of the words and expressions innovativeness in the vision statements
was evaluated. In 29.4% of the manufacturing companies’ vision statements, “New Product Development”
expression takes place and in service and trade companies’ this percentages is 30.8%. Besides this, 14.7% of the
manufacturing and 16.4% of the service&trade firms have “Innovation” expression in their vision statements on
their web page/annual reports. There are almost no differences in using innovativeness expressions between
sectors.
Table 8.Frequency Table of Using Innovativeness Terms in Vision Statements (Sectors)
Using “New Product
Development” in
Mission Statements
Total
Using
“Innovation” in
Mission
Statements
Total
No
Yes
No
Yes
Manufacturing
Companies
Count
120
50
170
Manufacturing
Companies
Count
145
25
170
% within
70.6
29.4
100
% within
85.3
14.7
100
Service&Trade
Companies
Count
110
49
159
Service&Trade
Companies
Count
133
26
159
% within
69.2
30.8
100
% within
83.6
16.4
100
TOTAL
Count
230
99
329
TOTAL
Count
278
51
329
% within
69.9
30.1
100
% within
84.5
15.5
100
It can be said that new product development related words and expressions are used relatively more than
others when innovativeness is examined. The companies may still understand innovativeness as developing new
products. Another interesting finding is that the companies use less innovation related words and expressions in
their vision statements compared to their mission statements.
Conclusion
Globalization and the accompanying technological developments, has increased the competition among the
firms more than ever. Companies easily monitor the activities of others and copy the products and services of
their competitors. Consumers reach to information about the products and companies with little effort has also
affected their decision-making criteria. However such a tough competition offers companies a chance for
strategy changes through various ways. In today's fast changing conditions having solid strategic plans has
become the sine qua non of sustainable businesses growth and keeping competitive advantages
As the first steps in strategic planning, mission and vision statements are becoming important communication
tools for businesses. Mission and vision statements reflect the company strategies and express themselves clearly
to their customers and stakeholders. These statements affect the formation of attitudes of customers and
community towards the companies.
622
The study includes the companies in the ISE list. These businesses supply information about their activities.
In the study it was found that only 80% of companies listed on the Istanbul Stock Exchange declare a mission or
vision statement. Although this may seem a high percentage, it is still not sufficient from the aspect of well
functioning strategy and from investor point of view. Only 71% of businesses have vision or mission statements
on their web pages and some of which cannot be reached easily.
Another noticing finding is that some companies cannot offer a clear distinction /definition between mission
and vision statements. These companies declare the mission and vision statements wrongly. In addition, the
companies in the same industry use quite similar mission and vision statements. Also although mission and
vision statements are supposed to provide clues and information about the companies and their differences
compared to their competitors, such a distinction could not be founded in many cases.
Analyses show that mission statements of companies reveal a customer orientation. Companies appear to be
more customer-oriented and focused on customer satisfaction. But, after-sales services which is essential from
the point of customer satisfaction, hardly takes place in the mission statements.
When the vision statements are examined, competition-orientation becomes dominant. Businesses, when
defining their future, strategy and the markets they will serve, focus on creating competitive advantage. This
results with a difference between vision and mission statements. However, again, similar to the mission
statements clear distinction could not be founded in many cases regarding to vision statements. Companies focus
on expanding their market shares.
Innovation is one of the tools of today's most important competitive businesses. Innovation makes
differentiation easier. Providing a significant competitive advantage, innovation has become an important
element of strategic management process. The items related to innovation in the mission / vision statements of
the companies were found to be lower than expected. Another interesting result is that innovation is largely
perceived as product innovation.
Mission and vision statements although may be perceived as simple expressions, they have significant
importance and implications. When mission and vision statements embody hard or impossible goals to reach and
objectives, they lose their meanings and become hollow. In this respect, it is possible to say that these statements
are insufficient to direct the strategic plans.
Companies should always bear in mind that mission and vision statements describe the purpose of existence
and the roadmap for the future positions. Otherwise, the vision and mission statements will not mean anything in
terms of use of strategic management principles and will not make any sense to related parties.
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NAME INDEX
A. Aslan Şendoğdu
811
A. Aslan Şendoğdu
955
A. Asuman Akdoğan
581
A. Ercan Gegez
295
A.Zafer Acar
375
A.Zafer Acar
527
Abdullah Karakaya
337
Adnan Kalkan
587
Adnan Kalkan
919
Adnan Kalkan
1003
Ahmet Demir
87
Ahmet Diken
955
Ahmet İncekara
633
Ahmet Uçaktürk
113
Ahmet Uçaktürk
1023
Alba Dumi
205
Aldis Bulis
61
Alessio L. Lokar
1125
Ali Akdemir
735
Ali Ayci
587
Ali E. Akgun
1107
Ali Ekber Akgün
505
Ali Erhan Zalluhoğlu
615
Ali Erhanzalluhoğlu
1013
Ali Halici
937
Ali Ihtiyar
389
Ali Özgür Karagülle
349
Alper Ozer
189
Alper Özer
437
Amir Homayoun Sarfaraz
877
Amir Homayoun Sarfaraz
1067
Andrejs Romanovs
901
Antonella Petrillo
3
Aral Noyan
687
Aral Noyan
801
Asela A. Burgos-Camper
519
Aykan Candemir
615
Aypar Uslu
455
Aypar Uslu
463
Ayşe Cingöz
581
Ayşe Günsel
269
Ayşe Kocabacak
811
Azize Ergeneli
181
Azize Şahin
497
Beril Durmuş
431
Beril Durmuş
455
Beril Durmuş
463
Berna Kobak
455
Binali Doğan
171
Bülent Doğru
95
Bülent Sezen
159
Burak Arzova
893
Burak Çapraz
643
Burcu Özge Özaslan Çalişkan
625
Burcu Yilmaztürk
851
Burcuaracioğlu
1013
Büşra Müceldili
669
Cemal Zehir
375
Cemal Zehir
405
Cemal Zehir
497
Cemal Zehir
527
Cemile Çelik
753
Cemre Candemir
1013
Ceren Giderler Atalay
259
Cihan Tınaztep
171
Colin G. Benjamin
355
Cristina Boţa-Avram
1047
Cristina Boţa-Avram
1057
Danciu Aniela Raluca
67
Demet Cakiroglu
835
Deniz Umut Erhan
937
Derya Ergun Özler
259
Dilek Esen
775
Dursun Bingöl
233
E. Beyza Bayarçelik
105
Ebru Aykan
929
Ebru Caymaz
199
Ebru Caymaz
607
Ebru Kabadayi
537
Ebru Sönmez
929
Edlira Çerkezi
205
Elif Haykir Hobikoğlu
633
Elif Haykir Hobikoğlu
973
Elisabeth T. Pereira
653
Emil Wojcak
763
Emin Çevik
233
Engin Erdoğan
21
Ercan Baldemir
77
Ercan Öge
945
Erdem Kirkbesoglu
449
Erhan Atay
13
Erhan Atay
41
Erol Eren
707
Erol Eren
713
Erol Eren
719
Erol Eren
843
Ertan Gündüz
555
Esmaeil Jalili
885
Esra Alniaçik
285
Esra Arikan
317
Evis Çelo
205
Eyüp Aygün Tayşir
307
Fabio De Felice
3
Fabrizio Campagiorni
3
Fadime Çinar
707
Fadime Çinar
713
Fadime Çinar
719
Fahri Erenel
199
Fahri Erenel
607
Faik Çelik
113
Fatih Karcioğlu
329
Fatih Karcioğlu
827
Fatih Koç
277
Fatih Semerciöz
423
Fatih Semerciöz
801
Fauziah Sh. Ahmad
389
Fehmi Volkan Akyon
199
Fehmi Volkan Akyon
607
Fettah Turan
995
Feyza Arica
21
Fjona Zeneli
31
Fulya Sarvan
963
Fulya Taşel
105
Funda Kaya
77
Funda Özer
171
Gheorghe Chitan
1099
Gizem Güreli Göğüş
743
Gönül Kaya Özbağ
775
Gülden Turhan
405
Gülnur İçli
295
Gültekin Altuntaş
423
Gültekin Altuntaş
801
Gungor Hacioglu
661
Hakan Kitapçi
497
Hakan Kitapçi
1091
Haldun Turan
669
Halil Zaim
547
Halit Keskin
1107
Hamdi Bayram
995
Hande Gülnihal Gümüş
785
Hande Sinem Ergün
511
Hanife Eregez
423
Harun Demirkaya
113
Hasan Arslan
735
Hatun Mendeş
707
Helena Sajgalikova
763
Henning Madsen
51
Himmet Karadal
215
Himmet Karadal
753
Hulusi Doğan
697
Hülya G.Çekmecelioğlu
269
Huseyin Ince
1107
Huseyin Kose
189
İbrahim Anil
985
İbrahim Sarper Karakadilar
571
İbrahim Sarper Karakadilar
743
İhsan Yiğit
985
İlge Kurt
571
İlhan Güllü
995
İlkay Karaduman
471
lknur Doğan
697
İlknur Taştan Boz
985
İpek Koçoğlu
505
İrge Şener
233
Irina Kuzmina-Merlino
1031
Irina Solovjova
901
Işik Çiçek
1079
Ján Papula
597
Jana Volná
597
Janis Priede
653
Jillian De Araugo
365
Joao Bento
653
Johan W De Jager
725
John Parm. Ulhoi
51
José G. Vargas-Hernandez
519
Kadir Ardiç
893
Kasim Yilmaz
337
Kęstutis Duoba
819
Kiyan Vadoudi
877
Kiyan Vadoudi
1067
Kültigin Akçin
285
Kurtuluş Yilmaz Genç
145
Leila Yahyaeian
885
Lubica Bajzikova
763
Lubica Bajzikova
1125
Lütfihak Alpkan
537
M. Emin Akkiliç
277
M.Gökhan Bitm
181
M.Sule Eren
661
Marius Potgieter
725
Mas Bambang Baroto
389
Mehmet Akalin
405
Mehmet Altinoz
835
Mehmet Durdu Karsli
735
Mehmet Naci Efe
1107
Mehmet Ufuk Tutan
643
Mehpare Tokay Argan
189
Mehpare Tokay Argan
437
Mehtap Özşahin
375
Mehtap Özşahin
527
Mehves Tarim
547
Meliha Ener
21
Metin Argan
189
Metin Argan
437
Mevlüdiye Güzel
537
Michaela Polakova
763
Michel Villard
1023
Miray Celepli
87
Mohammad Shariatmadari
877
Mohammad Shariatmadari
1067
Müge Leyla Yildiz
295
Muhammet Saygin
215
Muhammet Saygin
753
Muhsin Murat Yaşlioğlu
625
Muhtesem Baran
349
Müjdelen Yener
859
Murat Esen
775
Murat Yaşlioğlu
349
Mustafa Kurt
253
Nazife Özge Kiliç
995
Nedim Yuzbasioglu
679
Neels H Van Heerden
725
Neil E. Béchervaise
355
Nevin Deniz
687
Nevriye Ayas
661
Nilüfer Rüzgar
253
Nizamettin Bayyurt
547
Nizamettin Bayyurt
909
Nurgün Komşuoğlu Yilmaz
571
Nurhan Özgenel
527
Oğuz Nebioğlu
697
Oğuzhan Aydin
697
Olga Pavlovska
1031
Ömer Şap
625
Orhan Çinar
329
Orhan Çinar
827
Orkun Yildiz
587
Oya Erdil
669
Özgün Coşkun
859
Özgür Demirtaş
1115
Özgür Özmen
87
Özgür Yildirim
851
Özlem Atan
945
Özlem Çetinkaya Bozkurt
587
Özlem Çetinkaya Bozkurt
919
Özlem Çetinkaya Bozkurt
1003
Öznur Gülen Ertosun
687
Pegah Hedayat
877
Pegah Hedayat
1067
Pelin Arsezen-Otamis
679
Pelin Vardarlier
843
Pelin Vardarlier
851
Pjotrs Dorogovs
901
Qani Muka
205
Ramazan Turan
87
Recep Baki Deniz
415
Richard Beal
365
Roberts Škapars
61
Rostislav Kopitov
135
Saeed Fallah Tafti
885
Safiye Şahin
225
Şakir Erdem
431
Salih Zeki Imamoglu
1107
Salih Zeki İmamoğlu
505
Sefer Gümüş
785
Sefer Şener
633
Sefer Şener
973
Selim Aren
537
Selim Said Eren
489
Selim Said Eren
661
Selim Zaim
547
Sema Güner
317
Semra Aksoylu
929
Serdar Cop
835
Serhat Erat
285
Serkan Dilek
399
Seyfi Top
243
Seyfi Top
399
Seyfi Top
945
Sibel Duden
963
Sibel Yildiz Çankaya
159
Sinan Apak
743
Sina Taşdemir
463
Strat Vasile Alecsandru
67
Sudi Apak
13
Sudi Apak
41
Sudi Apak
785
Şükrü Güven
811
Svetlana Saksonova
869
T. Sabri Erdil
123
Tanses Gülsoy
479
Terida Mehilli
31
Tezcan Kaşmer Şahin
77
Tugba Gurcaylilar Yenidogan
963
Tülay Uçaktürk
113
Türker Baş
893
Uğur Yozgat
225
Uğur Yozgat
415
Ümit Alniaçik
277
Ümit Alniaçik
285
Ünzile Kurt
995
Vasile Dedu
1099
Vilmantė Kumpikaitė
819
Volkan Özbek
277
Vural Çelik
1091
Yalçin Vural
851
Yener Pazarcik
307
Yeşim Ulusu
431
Yulia Stukalina
1039
Yunus Demirel
893
Yunus Guc
547
Yurii А. Rolik
563
Zeynep Kabadayi Kuşcu
511
Zişan Duygu Alioğullari
329
Zuhal Kurban
785
... En este contexto, y de acuerdo con los estudios anteriormente mencionados, las declaraciones de misión, que pueden considerarse explicaciones importantes para describir las razones básicas de la existencia, los valores, los objetivos y las prioridades de las organizaciones para el proceso de gestión estratégica, reflejan la orientación al mercado, su capacidad de innovación y la creación de ventaja competitiva (Candemir & Zalluhoğlu, 2013), por lo que se plantea: ...
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La incorporación de diversas herramientas tecnológicas en el sector educativo en todos los niveles, ha planteado en años recientes nuevos retos para los docentes, dentro de estos las denominadas Competencias Digitales Docentes (CDD) que implican que el docente sea capaz de utilizar la tecnología para mejorar y transformar las prácticas docentes, así como pensar críticamente acerca del por qué, cómo y cuándo aprender nuevos aspectos relacionados con la tecnología y el proceso de enseñanza-aprendizaje. Los resultados que se presentan en este trabajo analizan la asociación entre la autopercepción del nivel de CDD (niveles: principiante, medio, experto y transformador) con variables sociodemográficas (género, edad, años de experiencia docente y grado de estudios). El encuadre metodológico es cuantitativo, no experimental y transversal. El instrumento utilizado se aplicó a 197 docentes de educación media superior en una región del Norte de México, y se diseñó a partir de la adaptación de estándares de Tecnologías de Información y Comunicación (TIC) para docentes del International Society for Technology in Education (ISTE) y del modelo de Krumsvik, así como algunos atributos referentes al uso de las TIC que marca el acuerdo 447 de la Reforma Integral de Educación Media Superior (RIEMS) de México. Se utilizó la prueba de Chi-Cuadrado para analizar la asociación entre variables. Los resultados estadísticos sugieren que existe una asociación entre las CDD con las variables género, edad y experiencia docente (medida en años de servicio); la asociación no se presenta con el grado máximo de estudios.
... En este contexto, y de acuerdo con los estudios anteriormente mencionados, las declaraciones de misión, que pueden considerarse explicaciones importantes para describir las razones básicas de la existencia, los valores, los objetivos y las prioridades de las organizaciones para el proceso de gestión estratégica, reflejan la orientación al mercado, su capacidad de innovación y la creación de ventaja competitiva (Candemir & Zalluhoğlu, 2013), por lo que se plantea: ...
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Durante años, expertos en Estrategia han resaltado la importancia de definir claramente el marco estratégico de una empresa debido a que éste le permite crear su identidad, propósito y dirección. Asimismo, porque a la vez dicho marco sirve como instrumento para apropiarse de una mayor porción de valor creado a partir de, por ejemplo, la implementación de más y mejores prácticas de innovación empresarial. Sin embargo, ¿es realmente determinante la construcción acuciosa de un marco estratégico para efectos de generar resultados adecuados en términos de innovación y competitividad? El presente trabajo tiene como propósito abordar dicho cuestionamiento. Para ello se pretende desplegar un planteamiento teórico y conceptual sobre el impacto de la calidad del marco estratégico (i.e., misión y visión organizacional) sobre la creación de ventaja competitiva y posterior consecución de una cultura de innovación en las organizaciones. Para ello, en principio se desarrollará una revisión sistemática sobre el impacto de estos dos componentes sobre los resultados organizacionales, y se propondrá el vínculo teórico que puede existir entre las variables involucradas. Los resultados obtenidos serán proposiciones teóricas susceptibles de ser comprobadas empíricamente en un estudio posterior.
... Also though mission and vision statements should provide clues and information about the organization and their differences compared to their competitors. 7 According to Vito (2020) organizational culture is the center of organizational effectiveness and performance considering the context of government increases accountability and efficiency, and leaders are key players in building culture in their institutions. ...
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... Several studies focus on mission and vision statements to analyse innovativeness and market orientation of firms (Candemir & Zalluhoglu, 2013). Drucker defines mission statement as part of the discipline of innovation (Drucker, 1998) and one of Drucker's (2010, p. 3) five most important questions is "What is our mission?" ...
... Today, the role of innovation and market orientation has turned into an important competitive tool to sustain competitive advantage and survive in the global competitive market (Dess and Picken, 2000;Tushman and O'Reilly, 1996;Crossan andApaydin, 2010, Candemir andZalluhoğlu, 2013). Therefore, it is not surprising that innovations and entrepreneurs are one of the main research topics lately in scientific and also nonscientific literature. ...
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Purpose: This study explores the weightage rendered to corporate social responsibility (CSR) keywords in mission and vision (M&V) statements of public sector enterprises (PSEs) in India. Design: Analysing the contents of M&V statements of 230 PSEs, this study has the twin research objectives of seeking to illuminate the current use of CSR-related keywords in PSEs’ M&V statements that reflect organisational strategy and provide an understanding for how firm age, industry and firm size variables serve to influence CSR keyword reporting in these statements. Findings: The findings of this study provide evidence that half of the Indian PSEs reported at least one CSR-related keyword in their M&V statements. These public enterprises predominantly use 38 different categories of CSR keywords in their M&V statements. Furthermore, we find that environment-related keywords were predominantly used by PSEs in their M&V statements. The results indicate that PSEs’ size and industries are significantly associated with the use of CSR-related keywords in M&V statements, suggesting that bigger PSEs and PSEs in extractive industries (e.g. mining, coal, petroleum) tend to report more CSR-related keywords in their M&V statements. Implications: Findings imply that small public enterprises (those having a low annual turnover) lack CSR focus in their M&V statements. We argue that, irrespective of the size of the enterprise, CSR should an integral part of these PSEs in framing their M&V statements. Originality: This study systematically analyses CSR-related keywords in the M&V statements of all PSEs in India.
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Abstract Mission statement, possesing an important place at strategic business planning process, is also a critical communication tool used by companies for expressing themselves to their target audiences. In this context, the mission statement, acting an important role at marketing communications, should be more market oriented and should emphasize on satisfying customer needs more than product and technologic terms, as Kotler and Armstrong [1] state. In the end of this process, companies will give their target audiences a clue about their basic philosophy. The present study aims to contribute to the literature by analyzing the content of mission statements of Capital 500 companies. A content analysis was conducted on these companies’ accessed mission statements via NVIVO, based on the “philosophy” component that placed in the framework of Pearce and David’s study exploring the mission statement components. At the data analysis process, companies were segmented with respect to their sectors they operate and the dominant philosophical thought for each sector was aimed to be determined. The research will create an awareness on the importance of mission statements on differentiating the business styles of the competing companies.
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This article compares problems and strategies cited in the services marketing literature with those reported by actual service suppliers in a study conducted by the authors. Discussion centers on several broad themes that emerge from this comparison and on guidelines for future work in services marketing.
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Christensen and Bower (1996) report the results of a study of how customer power contributes to the failure of leading firms during a period of industry discontinuity. They conclude that developing a customer orientation appears not to be wise advice under these conditions. However, this conclusion is contradicted by long‐standing theory and recent research in marketing. In this commentary we distinguish between two forms of ‘customer orientation’ that are frequently confused. The first, a customer‐led philosophy, is primarily concerned with satisfying customers' expressed needs, and is typically short term in focus and reactive in nature. The second, a market‐oriented philosophy, goes beyond satisfying expressed needs to understanding and satisfying customers' latent needs and, thus, is longer term in focus and proactive in nature. Based on theory and substantial evidence, the advice to become market‐oriented appears sound regardless of the market conditions a business faces. © 1998 John Wiley & Sons, Ltd.
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Mission statements are one of the most important communications issued by a business organization to all of its stakeholders. They must be constantly revised and updated as the business environment evolves. This paper first analyzes changes in the mission statements of the largest United States corporations over the last ten years. In particular, the stakeholders and firms' goals and objectives included in these statements are reviewed. Significant trends have occurred in both the stated goals of the firms and the stakeholders identified in the mission statements. The results of this study are compared with articles published by the authors previously. This paper expands the previous research of U.S. firms by including mission statements from a number of other English speaking countries. In particular, the authors analyzed mission statements from Australia, Canada, and Great Britain (UK). The appendix includes the mission statements from the twenty-five largest business firms (as ranked by Forbes) in each of these countries in addition to the United States. Comparing the goals and objectives of the firms as well as the identified stakeholders in these mission statements have produced some interesting trends which are discussed in this paper.
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Why, asks Gary Hamel, has the strategy star begun to dim? Why is strategy no longer a "big idea" in most companies? Strategy innovation is key, he says, to creating new wealth. Only those companies that are constantly able to reinvent themselves will survive in a discontinuous world. Hamel points out that, while strategists spend a lot of time thinking about the changing context and content of strategy, they pay little attention to the conduct of strategy-the task of strategy making. No one seems to know how to develop innovative strategies that create wealth. He calls for the development of a theory of strategy innovation and offers several propositions: that strategy is emergent, much like life itself, that strategists have been working on the "strategy," rather than on the preconditions that give rise to strategy innovation, that strategy is poised on the border between perfect order and total chaos; and that great strategy is both luck and foresight. Hamel offers five preconditions for the emergence of strategy: 1. The entire organization, not just top management, should have a voice in creating strategy. The process must be pluralistic and participative: 2. Conversations about strategy must cut across industries and organizations so that knowledge can be combined in new ways., 3. People will embrace change when they see opportunities for rewards and growth 4. Managers must help companies reconceive themselves, customers, competitors, and opportunities. 5. Companies must do some market experimentation to determine which new strategies work. In the end, Hamel says, we must spend less time working on strategy as a "thing" and more time understanding what gives rise to new strategy. Only then can we discover the source of corporate vitality.
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Christensen and Bower (1996) report the results of a study of how customer power contributes to the failure of leading firms during a period of industry discontinuity. They conclude that developing a customer orientation appears not to be wise advice under these conditions. However, this conclusion is contradicted by long-standing theory and recent research in marketing. In this commentary we distinguish between two forms of 'customer orientation' that are frequently confused. The first, a customer-led philosophy, is primarily concerned with satisfying customers' expressed needs, and is typically short term in focus and reactive in nature. The second, a market-oriented philosophy, goes beyond satisfying expressed needs to understanding and satisfying customers' latent needs and, thus, is longer term in focus and proactive in nature. Based on theory and substantial evidence, the advice to become market-oriented appears sound regardless of the market conditions a business faces.
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A major emphasis of modern strategic thinking involves the role innovation plays in the profile of the organization. Academics and practitioners alike have devoted significant amounts of time and organizational resources for nearly four decades to the identification of organizational and individual correlates of innovation. This work calls into question the practice of researchers, which treats innovation unidimensionally, such as a process innovation or a product innovation. A model is presented which encourages practitioners and academics alike to treat innovations as they exist, possessing multiple dimensions, such as product, radical and technological.