Tatoğlu, Ekrem

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Yönetim Bilimleri Fakültesi, İşletme Bölümü
Küresel rekabete ayak uydurmak ve sürdürülebilir olmak isteyen tüm şirketler ve kurumlar, değişimi doğru bir şekilde yönetmek, teknolojinin gerekli kıldığı zihinsel ve operasyonel dönüşümü kurumlarına hızlı bir şekilde adapte etmek zorundadırlar.

Adı Soyadı

Ekrem Tatoğlu

İlgi Alanları

International Business, Strategic Management, Emerging Markets, FDI

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Listeleniyor 1 - 2 / 2
  • Yayın
    HRM and performance the role of talent management as a transmission mechanism in an emerging market context
    (Wiley, 2018) Glaister, Alison J.; Karaçay, Gaye; Demirbağ, Mehmet; Tatoğlu, Ekrem; Tatoğlu, Ekrem; Yönetim Bilimleri Fakültesi, İşletme Bölümü
    This paper investigates the link between HRM practices, talent management (TM), and firm performance and examines the role of HRM/business strategy alignment in an emerging market context. Through survey evidence gathered from 198 respondent firms, this study shows that TM, when focused on a series of practices aimed at developing workforce networks and social capital, is a key transmission mechanism mediating the relationship between HRM and firm performance. HRM strategy and business strategy alignment increases these performance impacts but is not an essential component in the HRM-TM-performance link.
  • Yayın
    Big data analytics capabilities and firm performance: An integrated MCDM approach
    (Elsevier, 2020) Yasmin, Mariam; Tatoğlu, Ekrem; Kılıç, Hüseyin Selçuk; Zaim, Selim; Delen, Dursun; Tatoğlu, Ekrem; Zaim, Selim; Delen, Dursun; Yönetim Bilimleri Fakültesi, İşletme Bölümü
    This study explores the interdependence of big data analytics (BDA) capabilities and the impact of these capabilities on firm performance using an integrated multicriteria decision-making (MCDM) methodology. Drawing on a rich data set obtained from selected case study firms in Pakistan, three MCDM tools, namely, intuitionistic fuzzy decision-making trial and evolution laboratory (IF-DEMATEL), analytic network process (ANP), and simple additive weighting (SAW), are employed to assess the relative importance of BDA capabilities and the relationship of these capabilities with the firm performance. The results show that BDA capabilities are interdependent, and infrastructure capabilities are the highest-ranked among all, followed by management and human resource capabilities, respectively. The SAW results indicate an association between BDA capabilities and firm performance. Moreover, BDA capabilities are more strongly related to operational performance than to market performance.