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Öğe How can digital entrepreneurship address social issues? The case of EkoHarita in fighting ecological disruption(Taylor and Francis, 2021) Özsoy, Z.; Oba, B.[No abstract available]Öğe Open innovation ecosystems in the software industry(Palgrave Macmillan, 2014) Gençer, M.; Oba, B.Computers have an increasing variety of uses in virtually every aspect of our personal life and work-related activities. Children from early ages play games on tablets, Grandma uses a small digital device to track her blood pressure, and parents work with smartphones and laptops during their commutes. A common characteristic of computers is that, for the most part, they rely on software to accommodate different uses. © Refik Culpan, 2014.Öğe Strategy crafting in a selected group of Turkish universities(Inderscience Publishers, 2018) Selekler-Goksen, N.; Oba, B.This study investigates the impact of intensifying competition in higher education on the market and non-market strategies of universities and the governance structure through which these strategies are crafted. Competition creates pressures towards both diversity and homogeneity although their relative strength is contested in past studies. This study contributes to the literature by analysing the issue in a state-dependent higher education system and taking into consideration the role of the state as a strong regulator in the field. The sample involves four universities in Turkey with different ownership structures (public/private) and dominant orientations (research/teaching). Archival sources and semi-structured interviews are used to collect data. Findings show that homogeneity pervades the market and nonmarket strategies with diversity appearing on a smaller scale while governance structures are more likely to display differences. Copyright © 2018 Inderscience Enterprises Ltd.Öğe Taming of ‘Openness’ in Software Innovation Systems(IGI Global, 2020) Gencer, M.; Oba, B.In large-scale open source software (OSS) innovation ecosystems that incorporate firms, a variety of measures are taken to tame the potentially chaotic activities and align the contributions of various participants with the strategic priorities of major stakeholders. Such taming rests on the dual desires of this emergent community of firms to unleash the innovation potential of OSS and to drive it to a certain direction, and it emerges in the form of various organizational activities. By drawing on a sample of large-scale OSS ecosystems, the authors discuss that methods employed for taming are isomorphic, and overview the emerging strategic pattern for establishing systems of innovation. This pattern involves a related set of practices to balance virtues of OSS community while introducing corporate discipline. In contrast to approaches such as open innovation, which favor isolated reasoning, they present a systemic and historical perspective to explain the continuum in emergence and establishment of strategic patterns. © 2021 by IGI Global.Öğe The ghost in the system: Critical management studies in Turkey(Taylor and Francis, 2016) Oba, B.; Gençer, M.Critical Management Studies (CMS) did not find a place and could not establish itself in Turkish business schools. This is not a new claim; it has been argued by extant research. In an analysis of papers presented in the National Management and Organization Congress (NMOC) and examining curricula of Turkish business schools. Ozcan (2012) claims that in Turkey, management literature and management programmes have not been permeated by Critical Management Studies. Alakavuklar and Parker (2011) make similar claims; in its current forms, critical management would not find a place in Turkey due to the socio-economic realities of the country. Turkey does not have a strong tradition of anti-imperialist, civil society movements or did not experience industrial revolution. That being said, they also propose that in a developing country, local problems can be different than the ones faced by the Global North where the critical theories originated and thus, in the production of critical management, the local priorities should be taken into consideration. In an effort to explore the ideology inherited by the most popular management/organization textbooks written by Turkish academicians, Çoşkun (2009) asserts that all these textbooks strictly utilize a discourse that promotes neo-liberal ideology and neglects alternative arguments. © 2016 Christopher Grey, Isabelle Huault, Véronique Perret and Laurent Taskin.Öğe Turkish corporate governance regime: Antecedents and outcomes(IGI Global, 2015) Oba, B.This chapter focuses on the characteristics of Turkish corporate governance regime with an emphasis on the dominant characteristics of emerging economies. In Turkey, corporate governance practices were introduced as a precondition of the International Monetary Fund (IMF) rescue package in and around the 2001 financial crisis. Governance practices were enforced by World Bank (WB) and were supported by the TUSIAD (Turkish Industry and Business Association). While OECD-based governance principles were drafted by the Capital Market Board (CMB) their implementation has gone through modifications that are characterized by the institutional environment, the culture and legal system in which they were embedded and accordingly, today corporate governance practices, especially the board structuring and transparency routines reflect this local milieu. © 2016 by IGI Global. All rights reserved.
