Sürdürülebilir Kalkınma Amaçları

• 2

Yazarlar

• Bingöl, Dursun(1)
• Devi, KSS(1)
• Filizöz, Berrin(1)
• Koparan, Emrah(1)
• Longe, OB(1)
• Longe, Olumide Babatope(1)
• Okan, Tarhan(1)
• Olubiyi, TO(1)
• Olubiyi, Timilehin Olasoji(1)
• Ozsahin, M(1)
• Sinha, M(1)
• Sinha, Mudita(1)
• Susela Devi, K. Suppiah(1)
• Çapkulaç, Onur(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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• BildiriAçık Erişim2017/r/gumushane/16206
  THE EFFECT OF THE STRATEGIC MANAGEMENT TOOLS ON SMES' FIRM PERFORMANCE

  Bingöl, Dursun; Filizöz, Berrin; Koparan, Emrah; Okan, Tarhan; Çapkulaç, Onur; Ozsahin, M

  Growing importance of notions of productivity and efficiency which generates basic focus and domain of firms the attention for strategic management have been increasing. This increasing attention is also resulting in increasing competition and changes in its formation. Markets have switched into regional or international rather than local and national. Firms need to have a strategic point of view and use strategic management tools. The above-mentioned concepts are generally used in big firms. However, small and medium-sized enterprises (SME) have an important role in countries' economies thanks to their contribution to social development and employment. In Turkey, 99% of firms are SME. Regarding the importance of SMEs in the country's economy, this study aims to reveal if owners/managers of SMEs know about strategic management tools, if they know which tools they use, levels of satisfaction with these tools and which tools they plan to use in the future. Additionally, the study seeks priorities of owners/managers when choosing a strategic management tool and effect of level of using these tools on firm performance. (c) 2017 Published by Future Academy www.FutureAcademy.org.uk

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  AtıfWoS3·OpenAlex4

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