Araştırma Makalesi
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ÖRGÜTSEL ÖĞRENME YETENEĞİ, ÖRGÜTSEL DAYANIKLILIK, ÖRGÜTSEL PERFORMANS ve PAZAR TÜRBÜLANSI: DURUMSAL ARACILIK MODELİ

Yıl 2023, Cilt: 21 Sayı: 49, 482 - 503, 31.07.2023
https://doi.org/10.35408/comuybd.1252398

Öz

Başarılı performans elde etmek şirketler için önemli bir hedeftir. Fakat türbülanslı pazar ortamında bu hedefe ulaşmak oldukça zor olabilir. Bu sebeple, günümüzde organizasyonlar özellikle türbülanslı pazar koşullarında başarılı bir performans göstergelerine sahip olmak için öğrenme yeteneği ve dayanıklılık gibi gerekli becerilere sahip olmalıdır. Bu çalışma, türbülanslı pazarlarda örgütsel performansı güçlendirmek için örgütsel öğrenme yeteneğinin öncül ve örgütsel dayanıklılığın moderatör etkilerinin dikkate alınması gerektiğini önermektedir. Ayrıca, bu çalışmada pazar türbülansının ılımlaştırışı etkisi göz önünde bulundurularak hem örgütsel dayanıklılığın aracılık etkisi ile örgütsel öğrenme yeteneğinin örgütsel performans üzerindeki dolaylı etkisini hem de örgütsel öğrenme yeteneğinin örgütsel performans üzerindeki doğrudan etkisini ölçen bir durumsal aracılık modeli geliştirmek amaçlanmaktadır. Bu çalışma kapsamında 109 imalat organizasyonun üst düzey yöneticilerine yönelik bir anket çalışması uygulandı. Araştırmanın bulgularına göre, örgütsel öğrenme yeteneğinin örgütsel performans üzerinde doğrudan pozitif bir etkisi ve örgütsel öğrenme yeteneğinin örgütsel performans üzerinde örgütsel dayanıklılık aracılığı ile dolaylı bir etkisi olduğu görülmektedir. Ek olarak, pazar türbülansının örgütsel öğrenme yeteneğinin örgütsel performans üzerindeki doğrudan etkisini ılımlaştırdığı tespit edilmiştir. Ayrıca, örgütsel öğrenme yeteneğinin örgütsel dayanıklılık aracılığıyla örgütsel performans üzerindeki dolaylı etkisinin pazar türbülansı tarafından ılımlaştırıldığı bulunmuştur. Çalışmanın sonucunda elde edilen veriler dikkate alındığında, çalkantılı piyasalarda güçlü örgütsel performansa sahip olmak için örgütsel dayanıklılığın aracılık etkisi yardımı ile örgütsel öğrenme yeteneğinin önemli rolü olduğu görülmektedir.

Kaynakça

  • Akgün, A. E., İnce, H., İmamoğlu, S. Z., Keskin, H. and Koçoğlu, İ. (2014). The mediator role of learning capability and business innovativeness between total quality management and financial performance. International Journal of Production Research, 52(3), 888-901.
  • Alegre, J. and Chiva, R. (2008). Assessing the impact of organizational learning capability on product innovation performance: An empirical test. Technovation, 28(6), 315-326.
  • Araz, O. M., Choi, T-M., Olson, D. L. and Salman, F. S. (2020). Data analytics for operational risk management. Decision Sciences, 51(6), 1316-1319.
  • Börekci, D., Rofcanin, Y. and Sahin, M. (2014). Effects of organizational culture and organizational resilience over subcontractor riskiness: A multi-method study in longitudinal time setting. European Business Review, 26(1), 2-22.
  • Britt, T. W., Shen, W., Sinclair, R. R., Grossman, M. R. and Klieger, D. M. (2016). How much do we really know about employee resilience?. Industrial and Organizational Psychology, 9(2), 378-404.
  • Alam, M., Andrew, G., Brown, M. and Kidd, C. (2008). The development and delivery of an industry led project management professional development programme: A case study in project management education and success management. International Journal of Project Management, 26(1), 223-237.
  • Buganza, T., Dell Era, C. and Verganti, R. (2009). Exploring the relationships between product development and environmental turbulence: The case of mobile TLC services. Journal of Production Innovation Management, 26(3), 308-321.
  • Burnard, K. and Bhamra, R. (2011). Organisational resilience: Development of a conceptual framework for organisational responses. International Journal of Production Research, 49(18), 5581-5599.
  • Calantone, R. J., Cavusgil, S. T. and Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial Marketing Management, 31(6), 515-524.
  • Carroll, J. S., Rudolph, J. W. and Hatakenaka, S. (2002). Learning from experience in high-hazard organizations. Research in Organizational Behavior, 24(1), 87-137.
  • Chatterjee, S., Chaudhuri, R. and Vrontis, D. (2022). Examining the impact of deep learning technology capability on manufacturing firms: moderating roles of technology turbulence and top management support. Annals of Operations Research, https://doi.org/10.1007/s10479-021-04505-2.
  • Chiva, R., Alegre, J. and Lapiedra, R. (2007). Measuring organizational learning capability among the workforce”. International Journal of Manpower, 28(3), 224-242.
  • Cohen, W. M. and Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128-152.
  • Coutu, D. L. (2002). How resilience works. Harvard Business Review, 80(5), 46-55.
  • Danneels, E. and Sethi, R. (2011). New product exploration under environmental turbulence. Organization Science, 22(4), 1026-1039.
  • Denhardt, J. and Denhardt, R. (2010). Building organisational resilience and adaptive management, New York: The Guilford Press.
  • Dess, G. G. and Beard, D. (1984). Dimensions of organizational task environments. Administrative Science Quarterly, 29(1), 52-73.
  • Dibella, A. J., Nevis, E. C. and Gould, J. M. (1996). Understanding organizational learning capability. Journal of Management Studies, 33(3), 361-379.
  • Dovbischuk, I. (2022). Innovation-oriented dynamic capabilities of logistics service providers, dynamic resilience and firm performance during the COVID-19 pandemic. The International Journal of Logistics Management, 33(2), 499-519.
  • Easterby-Smith, M. and Lyles, M. A. (2011). In Praise of Organizational Forgetting. Journal of Management Inquiry, 20(3), 311-316.
  • Emery, F. E. and Trist, E. L. (1965). The causal texture of organizational environments. Human Relations, 18(1), 21-32.
  • Ferreira, J., Cardim, S. and Coelho, A. (2021). Dynamic capabilities and mediating effects of innovation on the competitive advantage and firm’s performance: The moderating role of organizational learning capability. Journal of the Knowledge Economy, 12(2), 620-644.
  • Garg, V. K., Walters, B. A. and Priem, R. L. (2003). Chief executive scanning emphasis, environmental dynamism, and manufacturing firm performance. Strategic Management Journal, 24(8), 725-744.
  • Gentry, R. J. and Shen, W. (2010). The relationship between accounting and market measures of firm financial performance: How strong is it?. Journal of Managerial Issues, 22(4), 514-530.
  • Ghasemi, A. and Zahediasl, S. (2012). Normality tests for statistical analysis: A guide for non-statisticians. International Journal of Endocrinology Metabolism, 10(2), 486-489.
  • Gnizy, I., Baker, W. E. and Grinstein, A. (2014). Proactive learning culture: A dynamic capability and key success factor for SMEs entering foreign markets, International Marketing Review, 31(5), 477-505.
  • Godschalk, D. (2003). Urban hazards mitigation: Creating resilient cities. Natural Hazards Review, 4(3), 136-143.
  • Hamel, G. and Valikangas, L. (2003). The quest for resilience. Harvard Business Review, 81(9), 52-63.
  • Hanvanich, S., Sivakumar, K. and Hult, G. T. M. (2006). The relationship of learning and memory with organizational performance: The moderating role of turbulence. Journal of the Academy of Marketing Science, 34(4), 600-612.
  • Howard, S. and Johnson, B. (2000). What makes the difference? Children and teachers talk about resilient outcomes for children `at risk'. Educational Studies, 26(3), 321-337.
  • Hsu, Y. H. and Fang, W. (2009). Intellectual capital and new product development performance: The mediating role of organizational learning capability. Technological Forecasting and Social Change, 76(1), 664-677.
  • Hu, T., Dai, H. and Salam, A. F. (2019). Integrative qualities and dimensions of social commerce: Toward a unified view. Information & Management, 56(2), 249-270.
  • Jaworski, B. J. and Kohli, A. K. (1993). Market orientation: Antecedents and consequences. Journal of Marketing, 57(3), 53-70.
  • Jeong, I., Pae J. H. and Zhou D. (2006). Antecedents and consequences of the strategic orientations in new product development: The case of Chinese manufacturers. Industrial Marketing Management, 35(1), 348-358.
  • Jerez-Gomez, P., Cespedes-Lorente, J. and Valle-Cabrera, R. (2005). Organizational learning capability: A proposal of measurement. Journal of Business Research, 58(6), 715-725.
  • Jimenez-Jimenez, D. and Sanz-Valle, R. (2011), Innovation, organizational learning, and performance. Journal of Business Research, 64(4), 408-417.
  • Kantur, D. and İseri-Say, A. (2012). Organizational resilience: A conceptual integrative framework. Journal of Management and Organization, 18(6), 762-773.
  • Kantur, D. and İseri-Say, A. (2015). Measuring organizational resilience: A scale development. Journal of Business Economics and Finance, 4(3), 456-472.
  • Kofman, F. and Senge, P.M. (1993). Communities of commitment: The heart of learning organizations. Organizational Dynamics, 22(2), 5-23.
  • Lengnick-Hall, C. A., Beck, T. E. and Lengnick-Hall, M. L. (2011). Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 21(3), 243-255.
  • Mallak, L. A. (1998). Measuring resilience in health care provider organizations. Health Manpower Management, 24(4), 148-152.
  • Martin, A. J. (2005). The role of positive psychology in enhancing satisfaction, motivation, and productivity in the workplace. Journal of Organizational Behavior Management, 24(1), 113-133.
  • Miller, K. D. (1992). A framework for integrated risk management in international business. Journal of International Business Studies, 23(2), 311-331.
  • Milliken, F. J. (1987). Three types of perceived uncertainty about the environment: state effect and response uncertainty. Academy of Management Review, 12(1), 133-143.
  • Mousa, M., Abdelgaffar, H. A., Chaouali, W. and Aboramadan, M. (2019). Organizational learning, organizational resilience and the mediating role of multi-stakeholder networks: A study of egyptian academics. Journal of Workplace Learning, 32(3), 161-181.
  • Munoz, A., Billsberry, J. and Ambrosini, V. (2022). Resilience, robustness, and antifragility: Towards an appreciation of distinct organizational responses to adversity. International Journal of Management Reviews, 181-187, https://doi.org/10.1111/ijmr.12289.
  • Nunnally, J. C. (1978). Psychometric theory, New York: McGraw-Hill.
  • Orhan, N. and Ünsaldı, M. (2005), Elazığ ilinin sanayi profili. Doğu Anadolu Bölgesi Araştırmaları, 3(3), 182-186.
  • Preacher, K. J. and Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40, 879-889.
  • Richard, P. J., Devinney, T. M., Yip, G. S. and Johnson, G. (2009). Measuring organizational performance: Towards methodological best practice. Journal of Management, 35(3), 718-804.
  • Russo, M. V. and Fouts, P. A. (2014). A resource-based perspective on corporate environmental performance and profitability. Academy of Management Journal, 40(3), 534-559.
  • Senge, P. (1990). The fifth discipline: The art and practice of the learning organization, New York: Doubleday.
  • Slocum, J. W., McGill, M. and Lei, D. T. (1994). The new learning strategy: anytime, anything, anywhere. Organizational Dynamics, 23(2), 33-47.

ORGANIZATIONAL LEARNING CAPABILITY, ORGANIZATIONAL RESILIENCE, ORGANIZATIONAL PERFORMANCE, and MARKET TURBULENCE: A MODERATED MEDIATION MODEL

Yıl 2023, Cilt: 21 Sayı: 49, 482 - 503, 31.07.2023
https://doi.org/10.35408/comuybd.1252398

Öz

Achieving successful performance is an important goal for companies. However, in turbulent market environments, this goal can be quite difficult to achieve. Therefore, today organizations should have the necessary skills, such as learning capability and resilience, to have successful performance indicators, especially in turbulent market conditions. This study suggests that the antecedent effect of organizational learning capability and the moderating effect of organizational resilience should be considered in order to strengthen organizational performance in turbulent markets. Moreover, this study aims to develop a moderated mediation model that measures both the indirect effect of organizational learning capability on organizational performance, and the direct effect of organizational learning capability on organizational performance, with the mediating effect of organizational resilience under the moderation of market turbulence. In this study, a questionnaire study was applied to the high level managers of 109 manufacturing organizations. According to the findings of the research, it is seen that organizational learning capability has a direct positive effect on organizational performance and organizational learning capability has an indirect effect on organizational performance through mediating effect of organizational resilience. In addition, it has been found that market turbulence moderates the direct effect of organizational learning capability on organizational performance. Also, it has been found that the indirect effect of organizational learning capability on organizational performance through organizational resilience is moderated by market turbulence. Considering the data obtained as a result of this study, it is seen that organizational learning capability plays an important role in order to have strong organizational performance in turbulent markets, with the help of the mediating effect of organizational resilience.

Kaynakça

  • Akgün, A. E., İnce, H., İmamoğlu, S. Z., Keskin, H. and Koçoğlu, İ. (2014). The mediator role of learning capability and business innovativeness between total quality management and financial performance. International Journal of Production Research, 52(3), 888-901.
  • Alegre, J. and Chiva, R. (2008). Assessing the impact of organizational learning capability on product innovation performance: An empirical test. Technovation, 28(6), 315-326.
  • Araz, O. M., Choi, T-M., Olson, D. L. and Salman, F. S. (2020). Data analytics for operational risk management. Decision Sciences, 51(6), 1316-1319.
  • Börekci, D., Rofcanin, Y. and Sahin, M. (2014). Effects of organizational culture and organizational resilience over subcontractor riskiness: A multi-method study in longitudinal time setting. European Business Review, 26(1), 2-22.
  • Britt, T. W., Shen, W., Sinclair, R. R., Grossman, M. R. and Klieger, D. M. (2016). How much do we really know about employee resilience?. Industrial and Organizational Psychology, 9(2), 378-404.
  • Alam, M., Andrew, G., Brown, M. and Kidd, C. (2008). The development and delivery of an industry led project management professional development programme: A case study in project management education and success management. International Journal of Project Management, 26(1), 223-237.
  • Buganza, T., Dell Era, C. and Verganti, R. (2009). Exploring the relationships between product development and environmental turbulence: The case of mobile TLC services. Journal of Production Innovation Management, 26(3), 308-321.
  • Burnard, K. and Bhamra, R. (2011). Organisational resilience: Development of a conceptual framework for organisational responses. International Journal of Production Research, 49(18), 5581-5599.
  • Calantone, R. J., Cavusgil, S. T. and Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial Marketing Management, 31(6), 515-524.
  • Carroll, J. S., Rudolph, J. W. and Hatakenaka, S. (2002). Learning from experience in high-hazard organizations. Research in Organizational Behavior, 24(1), 87-137.
  • Chatterjee, S., Chaudhuri, R. and Vrontis, D. (2022). Examining the impact of deep learning technology capability on manufacturing firms: moderating roles of technology turbulence and top management support. Annals of Operations Research, https://doi.org/10.1007/s10479-021-04505-2.
  • Chiva, R., Alegre, J. and Lapiedra, R. (2007). Measuring organizational learning capability among the workforce”. International Journal of Manpower, 28(3), 224-242.
  • Cohen, W. M. and Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128-152.
  • Coutu, D. L. (2002). How resilience works. Harvard Business Review, 80(5), 46-55.
  • Danneels, E. and Sethi, R. (2011). New product exploration under environmental turbulence. Organization Science, 22(4), 1026-1039.
  • Denhardt, J. and Denhardt, R. (2010). Building organisational resilience and adaptive management, New York: The Guilford Press.
  • Dess, G. G. and Beard, D. (1984). Dimensions of organizational task environments. Administrative Science Quarterly, 29(1), 52-73.
  • Dibella, A. J., Nevis, E. C. and Gould, J. M. (1996). Understanding organizational learning capability. Journal of Management Studies, 33(3), 361-379.
  • Dovbischuk, I. (2022). Innovation-oriented dynamic capabilities of logistics service providers, dynamic resilience and firm performance during the COVID-19 pandemic. The International Journal of Logistics Management, 33(2), 499-519.
  • Easterby-Smith, M. and Lyles, M. A. (2011). In Praise of Organizational Forgetting. Journal of Management Inquiry, 20(3), 311-316.
  • Emery, F. E. and Trist, E. L. (1965). The causal texture of organizational environments. Human Relations, 18(1), 21-32.
  • Ferreira, J., Cardim, S. and Coelho, A. (2021). Dynamic capabilities and mediating effects of innovation on the competitive advantage and firm’s performance: The moderating role of organizational learning capability. Journal of the Knowledge Economy, 12(2), 620-644.
  • Garg, V. K., Walters, B. A. and Priem, R. L. (2003). Chief executive scanning emphasis, environmental dynamism, and manufacturing firm performance. Strategic Management Journal, 24(8), 725-744.
  • Gentry, R. J. and Shen, W. (2010). The relationship between accounting and market measures of firm financial performance: How strong is it?. Journal of Managerial Issues, 22(4), 514-530.
  • Ghasemi, A. and Zahediasl, S. (2012). Normality tests for statistical analysis: A guide for non-statisticians. International Journal of Endocrinology Metabolism, 10(2), 486-489.
  • Gnizy, I., Baker, W. E. and Grinstein, A. (2014). Proactive learning culture: A dynamic capability and key success factor for SMEs entering foreign markets, International Marketing Review, 31(5), 477-505.
  • Godschalk, D. (2003). Urban hazards mitigation: Creating resilient cities. Natural Hazards Review, 4(3), 136-143.
  • Hamel, G. and Valikangas, L. (2003). The quest for resilience. Harvard Business Review, 81(9), 52-63.
  • Hanvanich, S., Sivakumar, K. and Hult, G. T. M. (2006). The relationship of learning and memory with organizational performance: The moderating role of turbulence. Journal of the Academy of Marketing Science, 34(4), 600-612.
  • Howard, S. and Johnson, B. (2000). What makes the difference? Children and teachers talk about resilient outcomes for children `at risk'. Educational Studies, 26(3), 321-337.
  • Hsu, Y. H. and Fang, W. (2009). Intellectual capital and new product development performance: The mediating role of organizational learning capability. Technological Forecasting and Social Change, 76(1), 664-677.
  • Hu, T., Dai, H. and Salam, A. F. (2019). Integrative qualities and dimensions of social commerce: Toward a unified view. Information & Management, 56(2), 249-270.
  • Jaworski, B. J. and Kohli, A. K. (1993). Market orientation: Antecedents and consequences. Journal of Marketing, 57(3), 53-70.
  • Jeong, I., Pae J. H. and Zhou D. (2006). Antecedents and consequences of the strategic orientations in new product development: The case of Chinese manufacturers. Industrial Marketing Management, 35(1), 348-358.
  • Jerez-Gomez, P., Cespedes-Lorente, J. and Valle-Cabrera, R. (2005). Organizational learning capability: A proposal of measurement. Journal of Business Research, 58(6), 715-725.
  • Jimenez-Jimenez, D. and Sanz-Valle, R. (2011), Innovation, organizational learning, and performance. Journal of Business Research, 64(4), 408-417.
  • Kantur, D. and İseri-Say, A. (2012). Organizational resilience: A conceptual integrative framework. Journal of Management and Organization, 18(6), 762-773.
  • Kantur, D. and İseri-Say, A. (2015). Measuring organizational resilience: A scale development. Journal of Business Economics and Finance, 4(3), 456-472.
  • Kofman, F. and Senge, P.M. (1993). Communities of commitment: The heart of learning organizations. Organizational Dynamics, 22(2), 5-23.
  • Lengnick-Hall, C. A., Beck, T. E. and Lengnick-Hall, M. L. (2011). Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 21(3), 243-255.
  • Mallak, L. A. (1998). Measuring resilience in health care provider organizations. Health Manpower Management, 24(4), 148-152.
  • Martin, A. J. (2005). The role of positive psychology in enhancing satisfaction, motivation, and productivity in the workplace. Journal of Organizational Behavior Management, 24(1), 113-133.
  • Miller, K. D. (1992). A framework for integrated risk management in international business. Journal of International Business Studies, 23(2), 311-331.
  • Milliken, F. J. (1987). Three types of perceived uncertainty about the environment: state effect and response uncertainty. Academy of Management Review, 12(1), 133-143.
  • Mousa, M., Abdelgaffar, H. A., Chaouali, W. and Aboramadan, M. (2019). Organizational learning, organizational resilience and the mediating role of multi-stakeholder networks: A study of egyptian academics. Journal of Workplace Learning, 32(3), 161-181.
  • Munoz, A., Billsberry, J. and Ambrosini, V. (2022). Resilience, robustness, and antifragility: Towards an appreciation of distinct organizational responses to adversity. International Journal of Management Reviews, 181-187, https://doi.org/10.1111/ijmr.12289.
  • Nunnally, J. C. (1978). Psychometric theory, New York: McGraw-Hill.
  • Orhan, N. and Ünsaldı, M. (2005), Elazığ ilinin sanayi profili. Doğu Anadolu Bölgesi Araştırmaları, 3(3), 182-186.
  • Preacher, K. J. and Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40, 879-889.
  • Richard, P. J., Devinney, T. M., Yip, G. S. and Johnson, G. (2009). Measuring organizational performance: Towards methodological best practice. Journal of Management, 35(3), 718-804.
  • Russo, M. V. and Fouts, P. A. (2014). A resource-based perspective on corporate environmental performance and profitability. Academy of Management Journal, 40(3), 534-559.
  • Senge, P. (1990). The fifth discipline: The art and practice of the learning organization, New York: Doubleday.
  • Slocum, J. W., McGill, M. and Lei, D. T. (1994). The new learning strategy: anytime, anything, anywhere. Organizational Dynamics, 23(2), 33-47.
Toplam 53 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Araştırma Makalesi
Yazarlar

Gizem Yılmaz Kozcu 0000-0001-8519-8439

Ömür Özmen 0000-0002-3379-317X

Yayımlanma Tarihi 31 Temmuz 2023
Gönderilme Tarihi 17 Şubat 2023
Yayımlandığı Sayı Yıl 2023 Cilt: 21 Sayı: 49

Kaynak Göster

APA Yılmaz Kozcu, G., & Özmen, Ö. (2023). ORGANIZATIONAL LEARNING CAPABILITY, ORGANIZATIONAL RESILIENCE, ORGANIZATIONAL PERFORMANCE, and MARKET TURBULENCE: A MODERATED MEDIATION MODEL. Yönetim Bilimleri Dergisi, 21(49), 482-503. https://doi.org/10.35408/comuybd.1252398

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