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ArticlePublication Metadata only Gender-specific preferences in global performance management - an empirical study of male and female leaders in a multinational context(Wiley, 2015-01) Festing, M.; Knappert, Lena; Kornau, A.; International Business and Trade; KNAPPERT, LenaThis study investigates gender-specific preferences in one important human resource management (HRM) practice—namely, global performance management (GPM). GPM has major consequences for the career advancement of women and can therefore also represent a barrier if it is rooted in traditional male corporate cultures. As prior research suggests that the underrepresentation of women in top management positions is a worldwide phenomenon with only minor national variations, empirical data were collected in five countries belonging to various cultural clusters: China, France, Germany, South Africa, and the United States. For all countries, the results show that preferences vary significantly between male and female managers for crucial parts of the GPM system (actors’ roles, evaluation methods, feedback procedures, and GPM purposes). This study confirms that the preferences of female managers do not match more male-oriented GPM practices, indicating that female managers are less satisfied with existing GPM procedures. It was particularly surprising to find that these gender differences do not vary according to cultural background, but rather display the same pattern in all investigated countries. These findings not only have the potential to explain the often-limited career advancement of women, but also have major implications for multinational companies aiming to retain talented women.ArticlePublication Metadata only Strategic agility, exaptation, and business model innovation: the case of an sme(IEEE, 2023) Albayraktaroğlu, Alptegin; International Business and Trade; ALBAYRAKTAROĞLU, AlpteginThis study adopts a process view on business model innovation (BMI) to address multiple issues pertaining to theory and practice. First, BMI is challenging for most firms in part due to resource constraints that impose limitations on activities for opportunity identification and resource acquisition. To overcome these constraints, exaptation has recently been proposed by scholars as a way to innovate business models through the utilization of existing resources in new domains. However, research to date on exaptation in the context of BMI is limited with inadequate attention to the conditions that lead to exaptation. Second, in line with this research gap, scholars call for further process studies on BMI to explore the role of and the interdependencies among the antecedents in different contexts. To resolve these issues, this article investigates how strategic agility, an established organizational antecedent in the literature, leads to BMI through exaptation with a qualitative, in-depth, single-case study on an small to medium-sized enterprise (SME). The findings of this study are threefold. First, the BMI process in the case unfolds in line with the stages of exaptation proposed in the literature. Second, the relationship between the underlying elements of strategic agility (SA) and BMI is highly complex and at times reciprocal, with SA and BMI switching roles in the causal relationship along the process. Third, strategic sensitivity and resource fluidity, two of the three metacapabilities underlying SA, in combination trigger exaptation, which leads to BMI. Therefore, this study proposes strategic agility as an enabling capability for exaptation.Conference paperPublication Metadata only High-performance work systems and organizational performance across societal cultures(Springer, 2018) Dastmalchian, A.; Bacon, N.; McNeil, N.; Steinke, C.; Blyton, P.; Kumar, M. S.; Bayraktar, Seçil; Auer-Rizzi, W.; Ahmad, A.; Craig, T.; Isa Ghazali Bin Musa, C. R. B.; Habibi, M.; Huang, H. J.; Imer, P.; Ayman, I.; Kabasakal, H.; Meo Colombo, C.; Moghavami, S.; Mukherjee, T.; Tang, N.; Thang, T. N.; Varnali, R.; International Business and Trade; BAYRAKTAR, SeçilThis paper assesses whether societal culture affects the relationship between human resource management practices and organizational performance. Drawing on matched employer-employee data from 387 organizations and 7,187 employees in 14 countries, the findings show a positive relationship between high-performance work systems (HPWS) and organizational performance across societal cultures. This relationship was not moderated by three dimensions of societal culture (power distance, in-group collectivism, and institutional collectivism) as proposed by contingency models of culture fit. However, further examination of three dimensions of human resource systems (skill-enhancing, motivation-enhancing, and opportunity-enhancing practices) revealed that opportunity-enhancing practices appear less effective in high power distance cultures. The findings provide general support for the universalistic ‘best practice’ perspective with regard to the positive relationship between HPWS and organizational performance, tempered by an appreciation of the limitations to opportunity-enhancing practices in high power distance cultures.ArticlePublication Open Access Do entrepreneurs really create entrepreneurial cultures? When intentions do not match actions(Boğaziçi Üniversitesi İktisadi ve İdari Bilimler Fakültesi, 2016) Bayraktar, Seçil; International Business and Trade; BAYRAKTAR, SeçilFrom the perspective that organizational cultures are shaped by their founders, it is expected that entrepreneurs create entrepreneurial cultures in line with their innovative approach. This paper challenges this expectation by drawing attention to the relationship between entrepreneurs and the cultures they build, with a particular emphasis on the potential challenges that may inhibit entrepreneurs from forming and maintaining innovation oriented cultures as intended. Four traps, identified as the trap of control, the trap of similarity, the trap of preservation, and the trap of individual identity, that act as barriers in the formation of innovative cultures are proposed and discussed in relation to the current literature.ArticlePublication Metadata only Developing a measure for 'connectorship' as a component of engaged leadership(Emerald Group Publishing Limited, 2016) Dastmalchian, A.; Rezac, D.; Muzyka, D. F.; Bayraktar, Seçil; Steinke, C.; Imer, H. P.; International Business and Trade; BAYRAKTAR, SeçilPurpose - The purpose of this paper is to report the findings of a mixed methods study that explored how active community engaged and connected managers were in their local and broader communities (engaged leadership, EL). The paper specifically investigates an under researched aspect of EL - "connectorship" - with focus on developing a measure for connectorship. The authors present the conceptual framework for EL, followed by the operationalization of "connectorship" construct. Design/methodology/approach - The paper focusses on developing a measure for connectorship using data from a qualitative study of 18 senior managers followed by a survey of 458 managers in Canada. Findings - Content analyses of qualitative data led to the generation of 93 items measuring connectorship. Based on these items, quantitative analyses of survey data from 453 respondents yielded a final measure of connectorship, which consisted of 28 items explored under eight dimensions. Research limitations/implications - An organization's emphasis on connectedness and engagement of leaders will improve knowledge sharing and better mutual understanding of organizational issues among managers. It will also help attain employment stability and decrease hiring and related costs by reducing turnover. Future research, specifically longitudinal studies of leaders at various organizational levels, could incorporate connectorship as a key criterion for leadership effectiveness. Practical implications - The focus on connectorship skills implies that in organizations the emphasis should go beyond traditional leadership skills development and included the neglected connectorship skills development. Increased connectedness and engagement among leaders will have positive performance implications. Social implications - For effective corporate citizenship, the EL framework and a focus on connectorship would help leaders better understand the importance of social networks, be aware of their own network, and improve their skills in connecting the people within their networks. Originality/value - Using a variable centered approach within the framework of EL the paper contributes to leadership literature by conceptually defining connectorship developing a measure for this construct and testing its psychometric properties.ArticlePublication Metadata only Do I see what you see? Institutional quality, action observability, and multimarket contact in the global mobile phone industry(Wiley, 2024-02) Giachetti, C.; Lampel, J.; Önöz, Ergün; International Business and Trade; ÖNÖZ, ErgünResearch Summary: Drawing on signaling theory and the international business literature that addresses the role of institutions, we argue that multinational enterprises (MNEs) that use multimarket contact (MMC)—that is, meet the same competitors in multiple countries—to reduce rivalry in a given country, will have their actions and performance influenced by the institutional quality of that country. More specifically, we contend that action observability is the mechanism that explains why institutional quality facilitates an MNE's use of MMC with competitors in a host country. We also contend that an MNE's ability to successfully reduce rivalry with host country competitors via MMC is contingent on the institutional quality distance between the MNE's home and host country. We test our hypotheses with data from the mobile phone industry. Managerial Summary: MNEs often meet the same rivals simultaneously in multiple countries, a phenomenon known as market overlap or MMC. Prior studies have found that MMC deters rivals from attacking each other in the countries they have in common. However, these studies have not taken into account the heterogeneity of the institutional environments of the countries in which multimarket rivals compete. We contend that the quality of countries' institutions and the institutional quality distance between home and host countries affect the extent to which MNEs can observe each other's actions, which in turn helps rival MNEs to avoid mutually damaging moves for their sales performance in the countries they have in common.ArticlePublication Metadata only Will rivals enter or wait outside when faced with litigation risk? Patent litigation in complex product industries and international market entry(Sage, 2023-05) Önöz, Ergün; Giachetti, C.; International Business and Trade; ÖNÖZ, ErgünA spiral of patent infringement litigation among rival firms is a phenomenon often observed in complex product industries, where products comprise numerous separately patentable elements. Theoretically grounded in the awareness–motivation–capability framework of competitive dynamics, this article contributes to the literature on patent strategy and international market entry by looking at how, in a complex product industry, the intensity of patent litigation in a country affects a firm’s decision to enter that country. Our results show that the intensity of patent litigation in a country is a deterrent for potential entrants and has a negative effect on a firm’s likelihood of entering that country. We also show that a firm’s previous experience with patent litigation (awareness component), the share of a firm’s current patent applications in a target country (motivation component), and the size of a firm’s patent stock (capability component) moderate the relationship between a country’s patent litigation intensity and a firm’s likelihood of entering that country. We thus shed light on the joint effect of macro- and micro-level patent-related variables on a firm’s market entry decisions. We test our hypotheses with a comprehensive panel of patenting and entry strategies of 84 mobile phone vendors and their patent litigation battles in 45 countries, from 2003 to 2015.Book ChapterPublication Metadata only Turkey’s fight against corruption: current state and the road ahead(Edward Elgar Publishing Ltd., 2018-09-28) Jiménez, A.; Bayraktar, Seçil; Eren, M.; International Business and Trade; Warf, B.; BAYRAKTAR, SeçilN/A