Abstract
Teknolojinin hızla eskimesi, pandeminin düşünce sistemini farklılaştırması, çalışma ve yaşam kültürünün değişmesi ile birlikte, aile dinamiklerinde ve şirketlerin işleyişinde de farklılıklar oluşmaya başlamıştır. Bu farklılıklar, aile şirketlerinin en üst düzey yönetim organı olan yönetim kurulunun çalışma koşullarından başlayarak, orta ve alt kademede yer alan işe alma ve yerleştirme sistemine kadar tüm şirketi ve aile üyelerinin iletişimi ile ilişkilerini direkt olarak etkilemiştir. Bu noktadan hareketle, “Aile Şirketlerinde Stratejik Dijital Yönetim” isimli makalede, öncelikle dijitalleşmeden, dijital dönüşümden ve stratejik dijital yönetimden, akabinde aile şirketlerinde stratejik dijital yönetimden bahsedilecektir. Bu paylaşımla birlikte, araştırmacılara ve uygulamacılara farklı bir bakış açısı sunulmaya çalışılacaktır.
References
- [1] Alexander Poschl & Jörg Freiling. (2020). The Impact Of Family-External Business Succession On Digitalization: Exploring Management Buy-İns, International Journal Of Information Sytems and Product Management, (Vol. 8), (No: 2): 24-46. [2] Ali Syed Baber, Industrial Revolution 4.0 and Supply Chain Digitization, South Asian Journal of Social Review, 2022Vol.1, No.1, ss.21-41 DOI: 10.57044/SAJSR.2022.1.1.2205 [3] Almeida Fernando vd., (2020). The Challenges And Opportunities in The Digitalization Of Companies in A Post-Covid-19 World Ieee Engineering Management Review, Vol. 48, No. 3. [4] Ali Akdemir (Ed) Ebru Karpuzoğlu. (2016). Strateji Formülasyonu, Editör: Prof. Dr. Ali Akdemir, Örgütlerde Stratejik Yönetim: (ss: 146-180). Ankara: Orion Kitabevi. [5] Kara Baskin, (2023). Digital Transformation For Family-Owned Companies, MIT Sloan School, (erişim Tarihi 20 Mart 2023).: 1-5
Abstract
With the rapid obsolescence of technology, the differentiation of the thought system of the pandemic, and the change in working and living culture, differences have begun to occur in family dynamics and the functioning of companies. These differences have directly affected the entire company and its relations with family members, starting from the working conditions of the board of directors, which is the highest level management body of family companies, to the recruitment and placement system at the middle and lower levels. From this point of view, in the article titled "Strategic Digital Management in Family Businesses", first of all, digitalization, digital transformation and strategic digital management, and then strategic digital management in family companies will be mentioned. With this sharing, it will be tried to present a different perspective to researchers and practitioners.
References
- [1] Alexander Poschl & Jörg Freiling. (2020). The Impact Of Family-External Business Succession On Digitalization: Exploring Management Buy-İns, International Journal Of Information Sytems and Product Management, (Vol. 8), (No: 2): 24-46. [2] Ali Syed Baber, Industrial Revolution 4.0 and Supply Chain Digitization, South Asian Journal of Social Review, 2022Vol.1, No.1, ss.21-41 DOI: 10.57044/SAJSR.2022.1.1.2205 [3] Almeida Fernando vd., (2020). The Challenges And Opportunities in The Digitalization Of Companies in A Post-Covid-19 World Ieee Engineering Management Review, Vol. 48, No. 3. [4] Ali Akdemir (Ed) Ebru Karpuzoğlu. (2016). Strateji Formülasyonu, Editör: Prof. Dr. Ali Akdemir, Örgütlerde Stratejik Yönetim: (ss: 146-180). Ankara: Orion Kitabevi. [5] Kara Baskin, (2023). Digital Transformation For Family-Owned Companies, MIT Sloan School, (erişim Tarihi 20 Mart 2023).: 1-5
Details
| Primary Language | Turkish |
|---|---|
| Subjects | Economics |
| Journal Section | Research Article |
| Authors | |
| Early Pub Date | September 29, 2023 |
| Publication Date | April 30, 2023 |
| Published in Issue | Year 2023 Volume: 9 Issue: 1 |
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