Browsing by Author "Gunerergin, Mert"

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An Empirical Study of the Relationship Between Normlessness, Business Ethics and Social Responsibility
(Academic Journals, 2010) Uçel, Ela Burcu; Gunerergin, Mert; Cerit, A. Guldem
This paper aimed to examine the differences of normlessness levels of university students according to their ages, genders, majors and classes. The study also investigated the relationship between normlessness, perceived business ethics and social responsibility. After a thorough review of the literatures of normlesness, anomie, business ethics and social responsibility, relevant measurement scales were selected; a survey was prepared and conducted among 200 university students from Izmir University of Economics. The findings represented that students' normlessness levels differed according to certain demographics such as age, and gender. Results also showed that students who have different ideas about normlessness also have different business ethics and social responsibility perceptions. According to the findings, normlessness, perceived business ethics and social responsibility levels of students from different majors were also significantly different from each other.
Citation - WoS: 11
Exploring the Problems and Advantages of Turkish Smes for Sustainability
(Elsevier Science Bv, 2012) Gunerergin, Mert; Penbek, Sebnem; Zaptcioglu, Deniz
Turkish Small and Medium Sized Enterprises (SMEs) are major players in the national economy; they are the biggest employer of the country and tax payers which have crucial contributions to regional economies. Thus their success and stability are critically important and therefore the priority should be given to the clarification of the problems they face and working to solve them. Therefore, SMEs should take into account the sustainability in their strategic plans in order to satisfy the future needs and to enable strategic alliances and global collaboration with Multinational Enterprises (MNEs). The proposed study aimed to explore the difficulties and advantages of Turkish SMEs for sustainability and on the light of the results, it discusses the strategic managerial implications necessary for sustainability.
Citation - WoS: 5
Is Laughter, as the Best Medicine, the Remedy for Crisis' Pain? Use of Humor in Marketing Communications
(Academic Journals, 2011) Gurkaynak, Nilgun; Uçel, Ela Burcu; Gunerergin, Mert
Surrounded by staggering world-wide economic crisis and country specific financial burden, Turkish consumers feel pinched and marketers face the challenge to find a way to attract their attention to make them buy what they provide. In tough times, is humor the remedy for marketers? This paper aims to find an answer to this question and it examines the impact of humor in advertising. Alongside its advantages, humor also carries certain risks: will the viewer be bored after a few exposures; will it create an unexpected offense on the viewer? The paper investigates the views of various marketing experts on use of humor in marketing communication as to understand if such an approach will work with special focus given to the psyche of the population during a period of economic uncertainty and value consciousness. With the aims stated, the researchers conducted a series of expert interviews with marketing professionals, academicians and psychologists. Additionally, a focus group with senior year PR and marketing students was carried out. Findings confirm that humor is in fact an effective way to create awareness, stand out from the crowd, and form emotional bonds with the brand. It also has the potential to create buzz marketing, especially among younger consumers. Informants also mentioned risks of using humor such a shorter copy life spans; overshadowing the brand message; appealing to narrower target groups while offending larger ones. Regarding the use of humor in economic crisis; findings do not support any further positive impact than the general benefits stated. The findings of this exploratory study will be used to develop a questionnaire for a follow-up quantitative phase.
Citation - WoS: 6
Citation - Scopus: 2
The Need of Effective Strategic Management During a Planned Change: an Example of Bologna Change Process From a Turkish University
(Elsevier Science Bv, 2011) Penbek, Sebnem; Zaptcioglu, Deniz; Gunerergin, Mert
The purpose of the present study is to investigate the road map of; pitfalls experienced during; role and readiness of internal stakeholders involved in a planned organizational change. Effective strategic management should be agile to enable companies to move quickly in response to new environmental changes, and replace outdated ideas and applications with processes that can provide to meet new requirements as they present themselves. An organizational change can either be planned trough different change strategies deliberately or it can be less controlled and composed of emergent processes. Since Bologna Process (Official Site of Bologna Process, a) is a complicated change process which aims to bring many opportunities and help to improve the university, an effective strategic management is necessary to lead this planned change in order to get beneficial outcomes. The article initiates with a thorough literature review about managing organizational change and role of strategic management during a planned change. Hence, Bologna Process has highly interdependent duties adapting a qualitative research method seems appropriate to be able to investigate this change process in-depth. In this research 9 semi structured interviews had been conducted in order to collect data. Also participant observant notes, field notes and secondary data were used.
Citation - Scopus: 1
Turkish Airlines: Fast Growing Star of Skies
(World Scientific Publ Co Pte Ltd, 2014) Gunerergin, Mert; Gunay, Gonca; Celikdemir, Feride Deniz Zaptcioglu; Sağnak, Muhittin
Turkish Airlines was founded in 1933 as Turkey's first flight carrier under the Ministry of Defense. In 1956, it was reorganized and operated under special legislation and renamed Turk Hava Yollari A.O. Since this time, it has continuously expanded its fleet. Under successful growth strategies, Turkish Airlines had added new flight destinations and aircrafts to enhance its values. Turkish Airlines decided to join the Star Alliance on 4 August. It had been nominated The Best Airline in its region and received the Aircraft Finance Journal's 2008 European Deal of the Year award for the financing of aircraft. Turkish Airlines is known for its impeccable service, flight safety and connectivity worldwide. With its global headquarters in Istanbul, it is a gateway between east and west. In recent years, Turkish Airlines had achieved 12% growth in its operating profits and 15% growth in its sales revenues. The number of aircraft grew by 4%, from 127 to 132. International routes accounted for 79% and domestic routes 21% of revenues from scheduled services. Turkish Airlines had established the Anadolu Jet brand and transported 13.4 million passengers to 119 destinations in 5 continents. Turkish Airlines had kept growing even during the economic crisis. This case examines the vision and mission of Turkish Airlines and its growth strategies. It also examines the marketing strategies used to pursue growth.