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Department of Business Administration
BA 445 | Course Introduction and Application Information
| Course Name |
Business Context in Turkey
|
|
Code
|
Semester
|
Theory
(hour/week) |
Application/Lab
(hour/week) |
Local Credits
|
ECTS
|
|
BA 445
|
Fall/Spring
|
3
|
0
|
3
|
6
|
| Prerequisites |
None
|
|||||
| Course Language |
English
|
|||||
| Course Type |
Elective
|
|||||
| Course Level |
First Cycle
|
|||||
| Mode of Delivery | face to face | |||||
| Teaching Methods and Techniques of the Course | DiscussionGroup WorkProblem SolvingCase StudyQ&ACritical feedbackLecture / Presentation | |||||
| National Occupation Classification | - | |||||
| Course Coordinator | ||||||
| Course Lecturer(s) | ||||||
| Assistant(s) | ||||||
| Course Objectives | The course aims at providing students with an opportunity of gaining a deeper understanding of Turkish business environment from a comparative and historical perspective. |
| Learning Outcomes |
The students who succeeded in this course;
|
| Course Description | The course discusses the Turkish business environment in historical and comparative perspective. It specifically involves national business systems approach, and an analysis of historical changes in Turkish business system characteristics such state-business relations, organizational structures and strategies, and managerial elites, and practices. Furthermore, it examines the economic, political, and institutional conditions that shape entrepreneurial behavior and organization of business activities in Turkey. |
| Related Sustainable Development Goals |
|
|
|
Core Courses | |
| Major Area Courses |
X
|
|
| Supportive Courses | ||
| Media and Management Skills Courses | ||
| Transferable Skill Courses |
WEEKLY SUBJECTS AND RELATED PREPARATION STUDIES
| Week | Subjects | Related Preparation |
| 1 | Introduction to the Course | |
| 2 | Comparative Perspectives in Management and Organizations: Crosscultural and Institutional Approaches | Carla I. Koen. 2005. Chapter 4.2: The Business Systems Approach, pp. 155-166. Comparative International Management. McGraw-Hill: London. |
| 3 | An Introduction to Turkish Business Environment | Berkman, Ümit, and Özen, Şükrü. 2007. Turkish Business System and Managerial Culture: State-Dependency and Paternalism in Transition. Eduardo Davel, Jean-Pierre Dupuis, et Jean-François Chanlat (Der.), Gestion en contexte interculturel : approches, problématiques, pratiques et plongées. (Chapter VI.4) Québec, Presse de l’Université Laval et TÉLUQ/UQAM. |
| 4 | Private Business in Turkey: Past and Present | Buğra, Ayşe. 1994. Chapter 2: Private Business in Turkey: Past and Present. State and Business in Modern Turkey. Albany: State University of New York Press, pp. 35-93. |
| 5 | Political Context of Turkish Business | Buğra, A. 1994. Chapter 3: Political Context of Business Activity. State and Business in Modern Turkey. Albany: State University of New York Press, pp. 95-169. |
| 6 | Changing State-Business Relations - In-class activity: Examining the outcomes of corporate political connections for corporates | Buğra, Ayşe and Savaşkan, Osman. 2012. Politics and class: The Turkish business environment in the liberal age. New Perspectives on Turkey, 46: 27-63. |
| 7 | Turkish Business Groups | Colpan, Aslı. M. 2010. Business Groups in Turkey. In A. Colpan, T. Hikino, J. R. Lincoln (eds). The Oxford Handbook of Business Groups, pp. 486-525, Oxford University Press: Oxford |
| 8 | Corporate Governance in Turkey - In-class activity: Examining the composition of the board of directors in a business group | Selekler-Gökşen, Nisan, and Yıldırım-Öktem, Özlem. 2009. Countervailing institutional forces: Corporate governance in Turkish family business groups. Journal of Management and Governance, 13: 193-213. Yıldırım-Öktem, Ö, and Üsdiken, B. 2010. Contingencies versus External Pressure: Professionalization in Boards of Firms Affiliated to Family Business Groups in Late-Industrializing Countries. British Journal of Management, 21: 115-130. |
| 9 | Midterm Exam | |
| 10 | Business Elite in Turkey - In-class activity: Comparing socio-economic backgrounds of salaried-executives and owners | Yamak, S. and Üsdiken, B. 2006. Economic Liberalization and the Antecedents of Top Management Teams: Evidence from Turkish ‘Big’ Business. British Journal of Management, (17): 177-194. Üsdiken, Behlül. 2019. Owners and Salaried Managers in Turkish Family Business Groups in Asli M. Colpan and Geoffrey G. Jones (eds), Business, Ethics and Institutions: The Evolution of Turkish Capitalism in Global Perspectives, New York: Routledge, 175-202. |
| 11 | Strategy in Turkish Business Groups - In-class activity: Examining growth strategies of a business group | Gökşen, N. S. and Üsdiken, B. 2001. Uniformity and diversity in Turkish business groups: Effects of scale and time of founding. British Journal of Management, 12(4): 325-340. |
| 12 | Innovation Strategies of Turkish Companies | Özen, Ş., Sorkun, M. F.and Önder, Ç. 2024. How global and national institutions interactively shape firms’ commitment to innovation regimes in latecomer countries. International Business Review, 55 (33), 102325. Cinar, O., Altuntas, S., and Alan, M.A. 2021. Technology transfer and its impact on innovation and firm performance: empirical evidence from Turkish export companies. Kybernetes, 50(7): 2179-2207. |
| 13 | Management Practices in Turkey | Nichols, Theo, and Sugur, Nadir. 2004. Global Management, Local Labour: Turkish Workers and Modern Industry (pp. 77-140). Hampshire: Palgrave. Paşa, Selda Fikret, Kabasakal, Hayat and Muzaffer Bodur. 2001. “Society, Organisations, and Leadership in Turkey”, Applied Psychology: An International Review, 50 (4), 559-589 |
| 14 | Transfer of Management Practices to Türkiye | Özen, Ş., & Önder, Ç. (2024). Distinctive context, divergent pattern: Diffusion of imported management practices in Turkey and implications for late-industrializing countries. Journal of Management & Organization, 30(2), 386-405. Özen, Ş., & Önder, Ç. (2021). Diffusion of foreign management practices across Turkish business organizations: A contextualized theory. International Studies of Management & Organization, 51(1), 69-92. |
| 15 | Semester Review | |
| 16 | Final Exam |
| Course Notes/Textbooks | Books and articles listed in required materials |
| Suggested Readings/Materials | Books and articles listed in required materials |
EVALUATION SYSTEM
| Semester Activities | Number | Weigthing |
| Participation | ||
| Laboratory / Application | ||
| Field Work | ||
| Quizzes / Studio Critiques | ||
| Portfolio | ||
| Homework / Assignments |
1
|
30
|
| Presentation / Jury | ||
| Project | ||
| Seminar / Workshop | ||
| Oral Exams | ||
| Midterm |
1
|
30
|
| Final Exam |
1
|
40
|
| Total |
| Weighting of Semester Activities on the Final Grade |
2
|
60
|
| Weighting of End-of-Semester Activities on the Final Grade |
1
|
40
|
| Total |
ECTS / WORKLOAD TABLE
| Semester Activities | Number | Duration (Hours) | Workload |
|---|---|---|---|
| Theoretical Course Hours (Including exam week: 16 x total hours) |
16
|
3
|
48
|
| Laboratory / Application Hours (Including exam week: '.16.' x total hours) |
16
|
0
|
|
| Study Hours Out of Class |
14
|
3
|
42
|
| Field Work |
0
|
||
| Quizzes / Studio Critiques |
0
|
||
| Portfolio |
0
|
||
| Homework / Assignments |
4
|
6
|
24
|
| Presentation / Jury |
0
|
||
| Project |
0
|
||
| Seminar / Workshop |
0
|
||
| Oral Exam |
0
|
||
| Midterms |
1
|
24
|
24
|
| Final Exam |
1
|
30
|
30
|
| Total |
168
|
COURSE LEARNING OUTCOMES AND PROGRAM QUALIFICATIONS RELATIONSHIP
|
#
|
Program Competencies/Outcomes |
* Contribution Level
|
|||||
|
1
|
2
|
3
|
4
|
5
|
|||
| 1 |
To be able to solve problems with an analytical and holistic viewpoint in the field of business administration. |
-
|
X
|
-
|
-
|
-
|
|
| 2 |
To be able to present the findings and solutions to the business problems in written and oral formats. |
-
|
X
|
-
|
-
|
-
|
|
| 3 |
To be able to interpret the application of business and economic concepts, and philosophies at the national and international levels. |
-
|
-
|
-
|
X
|
-
|
|
| 4 |
To be able to use innovative and creative approach for real-life business situations. |
-
|
-
|
X
|
-
|
-
|
|
| 5 |
To be able to demonstrate leadership skills in different business situations. |
-
|
-
|
-
|
-
|
-
|
|
| 6 |
To be able to interpret the reflections of new technologies and softwares to business dynamics. |
-
|
-
|
-
|
-
|
-
|
|
| 7 |
To be able to integrate knowledge gained in the five areas of business administration (marketing, production, management, accounting, and finance) through a strategic perspective. |
-
|
-
|
-
|
-
|
-
|
|
| 8 |
To be able to act in accordance with the scientific and ethical values in studies related to business administration. |
-
|
X
|
-
|
-
|
-
|
|
| 9 |
To be able to work efficiently and effectively as a team member. |
-
|
-
|
X
|
-
|
-
|
|
| 10 |
To be able to have an ethical perspective and social responsiveness when making and evaluating business decisions. |
-
|
X
|
-
|
-
|
-
|
|
| 11 |
To be able to collect data in the area of business administration and communicate with colleagues in a foreign language ("European Language Portfolio Global Scale", Level B1). |
-
|
-
|
-
|
-
|
-
|
|
| 12 |
To be able to speak a second foreign language at a medium level of fluency efficiently. |
-
|
-
|
-
|
-
|
-
|
|
| 13 |
To be able to relate the knowledge accumulated throughout the human history to their field of expertise. |
-
|
-
|
-
|
-
|
-
|
|
*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest
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