Sürdürülebilir Kalkınma Amaçları

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Yazarlar

• Devi, KSS(1)
• Ilhan-Nas, Tulay(1)
• Longe, OB(1)
• Longe, Olumide Babatope(1)
• Okan, Tarhan(1)
• Olubiyi, TO(1)
• Olubiyi, Timilehin Olasoji(1)
• Peker, Iskender(1)
• Saglam, Aysegul(1)
• Sinha, M(1)
• Sinha, Mudita(1)
• Susela Devi, K. Suppiah(1)
• Şimşek, Ahmet Bahadır(1)
• Şimşek, Tuğçe(1)

• MakaleYalnız künye2025/r/gumushane/12416
  Prioritisation of Human Resource Strategies in the Digital Transformation Process of SMEs

  Olubiyi, Timilehin Olasoji; Longe, Olumide Babatope; Susela Devi, K. Suppiah; Sinha, Mudita; Şimşek, Tuğçe; Şimşek, Ahmet Bahadır; Olubiyi, TO; Longe, OB; Devi, KSS; Sinha, M

  This chapter focuses on the importance of human resource (HR) management strategies in the digital business strategy for small- and medium-sized enterprises (SMEs). With the increasing influence of digital transformation that alters organisational structures and implements new technologies, SMEs have no other choice but to evolve. However, due to the scarcity of resources, it becomes very important for SMEs to allocate its HR appropriately and effectively. To support decision-making on strategies like employee reskilling, recruitment of digital talent, leadership development, and promoting a digital culture, this chapter presents a multi-criteria decision analysis (MCDA) framework. The prioritisation is crucial because not all the strategies can be executed at once, and SMEs should target the most effective ones in the long run, affordable, and relevant to their digital transformation agenda. This chapter illustrates methods for how SMEs can use the proposed prioritisation framework effectively. The hypothetical case study demonstrates the real challenges faced by SMEs during digital transformation and how MCDA assists leaders in selecting the most beneficial HR strategies. The case highlights the necessity of fitting strategies to organisational challenges to allow the customisation of training and leadership to align with business demands and maximise effectiveness while minimising costs. Upon use, this framework enables SMEs to comprehend and direct their digital transformation path more effectively.

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• MakaleAçık Erişim2024Scopus SJRQ1/r/gumushane/12540
  The Status of University Business Schools Regarding Industry 4.0: From the Turkish Perspective

  Ilhan-Nas, Tulay; Saglam, Aysegul; Okan, Tarhan; Peker, Iskender

  Industry 4.0, whose effects have been more and more noticeable in recent years, and the digital change it brings call for a new educational model that aligns university instructional processes and curricula with the demands of business. This approach, known as University 4.0, intends to promote more technology-based applications, the power of innovation, the training of skilled specialists to satisfy industrial needs, and the development of competences that can achieve multidisciplinary projects. It is of utmost importance to adapt late-industrializing nations’ educational systems, such as Turkey’s, to this change process. The aim of this research, which takes the Turkish context as a reference, is to reveal how the curricula and educational processes of business schools should be shaped with a perspective that takes into account the human resources requirements of industry 4.0. A decision-making technique that integrates QFD, Delphi, and DEMATEL methods was employed in the study. The results clearly show that the most important expectation for social stakeholders is to provide university-industry cooperation. However, some of the most pressing problems include applied learning through collaborative educational experiences, teamwork skills, changing roles and competencies of academics. The findings point out that the educational activities of business schools must be linked with industry expectations through technology-based training activities and teamwork.

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  AtıfScopus4·WoS4·OpenAlex5

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