International Journal of Commerce and Finance

1-10

Authors: Lucky Nugroho, Wiwik Utami, Caturida Meiwanto Doktorlina, Soeharjoto Soekapdjo, Tengku Chandra Husnadi

In the case of Indonesia regarding capital sources in Islamic Banks, all Islamic Banks are subsidiaries of Conventional Banks (except Bank Muamalat). Bank Syariah Mandiri which is the only Islamic Bank that meets capital ownership with Business Category Bank Level III (BUKU III) is also a subsidiary of Bank Mandiri (conventional bank). In the same way, conventional banks become essential to meet the capital requirement to improve the business of Islamic Bank. This article aims to determine the role of capital and operating profit for business expansion (financing) in Bank Syariah Mandiri. The method used is the quantitative method by using statistical tool STATA version 13. The result of regression test is known that capital and profit have a significant influence in increasing financing expansion in Islamic Bank. Also, the price of the number of bad debts causes the lack of public confidence in the Islamic bank. The alternative to increasing the capital and public trust is government policies to support Islamic bank become independent.

25-36

Authors: Serhat Yüksel, Zafer Adalı

Higher unemployment rate is the problem of most of the countries in the world. Because of this situation, these countries try to make many actions in order to decrease unemployment rate. However, to make such a recommendation, first of all, the reasons of the unemployment should be analyzed. Within this framework, the aim of this study is to identify the factors which influence unemployment in Turkey. For this purpose, quarterly data for the periods between 2003 and 2016 is evaluated with MARS method. It is concluded that economic growth negatively affects unemployment in Turkey. Another result of this study is that higher inflation rates negatively affect unemployment rate. The last conclusion of this analysis is that interest rate has a positive influence on the unemployment rate. While considering these results, it is recommended that economic performance of the country should be improved and interest rates should be declined to decrease unemployment rate in Turkey. Another recommendation is that implementations, which are aimed to decrease inflation rate, should be controlled carefully because any implementation which aims to decrease inflation rate causes unemployment rate to increase.

48-52

Authors: Ahu Tuğba Karabulut

The purpose of this paper is to explain the importance of reverse innovation for the growth of global companies. According to literature review, reverse innovation affects the growth of global companies both in developing and developed countries. Thus, it is suggested that global companies should open R&D centers in developing countries to conduct researches to tailor new products for their needs. When these products succeed, they can offer them to other developing and developed countries to continue to grow in the long run. They can fill out market niches which represent unmet demands of price sensitive and not wealthy customers in developing countries. It can be concluded that reverse innovation can accelerate the growth of global companies.

77-88

Authors: Çağrı Pehlivanoglu, Hüner Şencan

The purpose of this study is to reveal the relationship between the organizational structure perceptions and the managerial competence perceptions of individuals working as managers in national and multinational companies in Turkey and to investigate whether these perceptions are affected by “the multi-nationality” factor. In this context, the relationship between the estimation variable "Organizational Structure" and the outcome variable "Managerial Competence" is researched; additionally, the effects of both the estimation variable and the organizational and individual demographic variables on the outcome variable are analyzed. The main research question is whether the managers’ perception of organizational structure affects the perception of managerial competence. The main research hypothesis is that the perception of organizational structure has a positive effect on the perception of managerial competence. The measurement tools developed by the researcher were applied to entry-, middle- and senior-level managers. The research data were obtained from 330 managers working in national companies and 270 managers working in multinational companies operating in Turkey. The results of this research indicated that there was a statistically significant relationship between the estimation variable and the outcome variable and that the perception of organizational structure affects the perception of managerial competence (R2 = 0.530, p <0.05). It was observed that the organizational structure factor explained 53% of the managerial competence factor. In addition, when organizational demographic variables such as “the number of personnel working in the department” and “the model of organization” and individual demographic variables such as “management level” and “total work experience” are considered as factors in the analyses, it was observed that the R2 parameter showing a relationship between the estimation variable and the outcome variable has increased to 62%. Other individual and demographic variables did not contribute to the model, and as a result, their effects are concluded to be either equal or constant. The moderator effect of the "multi-nationality" factor was seen to be not statistically significant, and the moderator effect was not found (R2 = 0.001, p = 0.253> 0.05).

1-11

Authors: Murat Bolelli, Beril Durmuş

The purpose of this study is to examine the effect of different work attitudes of Generation Y on Job Involvement in Turkey. Data is collected from Generation Y employees who work in various companies operating in different markets in Turkey through a questionnaire survey, which contains work attitude statements developed by Kamau et al. (2014) and the Job Involvement scale developed by Kanungo (1982). 258 respondents completed the survey. After sorting and removing duplicate submissions a net sample of 228 usable questionnaires remained. Exploratory Factor Analysis is conducted to job involvement scale which returned five items. Also multiple regression analyses are conducted using all 39 work attitude items, lead to finding out 7 which are explaining job involvement. The findings indicate that, work takes a central place in the lives of Generation Y. They like to work and ambitious in their career pursuit. Such factors as, high commitment level to job related goals, strong motivational investment level to their careers, tendency to identify themselves with work are blurring the boundaries of work-personal life balance of Generation Y. Respecting educational differences highly, Generation Y discriminates work relationships according to the qualifications and the level of education with their colleagues. Generation Y also has respect to their bosses and cares less about salaries as compared to work itself. The implications of the results are discussed and future research areas are suggested.

27-40

Authors: Özlem Yenidoğan, Hüner Şencan

The research was done with the purpose of identifying the relationship between two conceptual structures which were organizational learning and organizational commitment. Main hypothesis was identified as “There is a positive correlation between employees’ organizational learning inclination and organizational commitment.” In order to identify the relation between two conceptual structures, Likert type scale was used by using the literature. Stated likert type scales were applied for 279 people including managers’ and employees’ and statistical analysis on gathered datas from 260 questionnaires was done. In the research, both the correlation between organizational learning and sub-dimensions of organizational commitment which classified as emotional, normative, continuance commitment and the correlation between employees’ age, level of education, position and working period variables and organizational commitment were examined. Regression analysis was used in order to identify the correlation between organizational learning and organizational commitment which was the main hypothesis. Other hypotheses were tested by one way analysis of variance. It was found that that there was a positive correlation between organizational learning and organizational commitment. Result of the analysis indicates that in order to increase organizational learning inclination of managers and employees for developing their organizational commitment, applications for organizational learning should be given importance in companies.

41-50

Authors: Mehmet Saim Aşçı

When the gift called talent meets success, it becomes so intense that no force in the world can stop it. If one works with a team with the right talents, the decision-making and implementation processes will be much faster. Companies focus on capital, information technologies, equipment and top quality processes and act accordingly, but the most important factor of all is “human”. What makes good companies truly big is their ability to attract and keep the right talents. It is difficult to find young talents, and it is even more difficult to retain them. To maintain a competitive advantage in today’s world, retaining the best talents in the organization with commitment is just as important as finding them. Today, the best and the brightest must be included in the team to maintain a competitive advantage. Companies that lose their key employees may miss very important business opportunities. The realization that the most important source that feeds the sustai-nable competitive advantage is talent has led the management to focus all its attention on talents. The increase in the importance attached to talent has helped employees have improved self-confidence and allowed them to turn their creativity into a competitive advantage. From this perspective, talents have allowed for the introduction of new approaches for employees in the management process. This study attempts to explain concepts of functionality, vitality, developing commitment, creating engagement, accountability, which are the key success factors of talent management processes, as well as obstacles to and disadvantages of talent management.