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EFFECT OF THREE INNOVATION COMPONENTS IN BUSINESSES ON SOCIAL INNOVATION

Yıl 2022, Cilt: 9 Sayı: 1, 13 - 27, 30.03.2022
https://doi.org/10.17261/Pressacademia.2022.1537

Öz

Purpose- The aim of this study is to provide a theoretical understanding of transformational leadership, dynamic capabilities and business
model innovation processes that may be necessary for strategic management in enterprises, and to investigate the interaction of these
factors and their effects on social innovation as a tool. In this context, the effects of dynamic capabilities and the contributions of
transformational leadership in business model innovation processes were tried to be determined, the effect of intra-organizational
dynamics on innovation and how the mentioned three innovation components shape social innovation were investigated.
Methodology- Quantitative research method was used in the research and survey forms were used within the scope of the study. 198
employees working in SMEs in Istanbul were used as sample. In order to test construct validity of the study; factor analysis, correlation
analysis were used to measure the severity and direction of the relationship between the variables and regression analysis was used to
measure causality between variables.
Findings- The transformational leadership variable does not explain the social innovation variable. The Business Model Innovation variable
explains the social innovation variable by 8%. The Business Model Innovation variable explains the transformational leadership variable by
10%. Dynamic Capabilities variable explains social innovation variable by 10%. Although the Dynamic Capabilities variable explains the
transformational leadership variable at a rate of 17%, its contribution was found to be weakly positive.
Conclusion- Social innovation cannot be carried out only by social entrepreneurs, non-governmental organizations and the state.
Businesses enable their employees to change their perspectives on life and integrate them with society. Therefore, individuals within the
organization can be socially innovative as well as benefit directly or indirectly from social innovation. Based on this phenomenon, it is
known that business model innovation, transformational leadership and dynamic abilities are meaningful among themselves in the
business literature. This significance has been tested in social innovation in business organizations.

Kaynakça

  • Afsar, B., F. Badir, Y. and Bin Saeed, B., (2014). Transformational leadership and innovative work behavior. Industrial Management & Data Systems, 114(8), 1270-1300. https://doi.org/10.1108/IMDS-05-2014-0152
  • Alegre, I., & Berbegal-Mirabent, J., (2016). Social innovation success factors: hospitality and tourism social enterprises. International Journal of Contemporary Hospitality Management, 28(6), 1155–1176. doi:10.1108/ijchm-05-2014-0231
  • Altuna, N., Contri, A. M., Dell’Era, C., Frattini, F., & Maccarrone, P., (2015). Managing social innovation in for-profit organizations: the case of Intesa Sanpaolo. European Journal of Innovation Management, 18(2), 258–280. doi:10.1108/ejim-06-2014-0058
  • Antikainen, M., & Valkokari, K., (2016). A framework for sustainable circular business model innovation. Technology Innovation Management Review, 6(7): 5-12.
  • Avolio, B.J. and Bass, B.M., (1995). Individual Consideration Viewed At Multiple Levels Of Analysis: A Multi-Level Framework For Examining The Diffusion Of Transformational Leadership. Leadership Quarterly, 6(2): 199-218.
  • Baldassarre, B. Calabretta, G., Bocken, N.M. & Jaskiewicz, T. (2017). Bridging sustainable business model innovation and user-driven innovation: A process for sustainable value proposition design. Journal of Cleaner Production, 147: 175-186.
  • Bass, B.M., (1990). From Transactional to Transformational Leadership: Learning to Share the Vision. Organizational Dynamics, 18(3): 19-32.
  • Berends, H., Smits, A., Reymen, I., & Podoynitsyna, K. (2016). Learning while (re) configuring: Business model innovation processes in established firms. Strategic Organization, 14(3), 181-219.
  • Chesbrough, H. (2010). Business Model Innovation: Opportunities and Barriers. Long Range Planning. 43: 354-363. 10.1016/j.lrp.2009.07.010.
  • Choi, N., & Majumdar, S. (2014). Social Innovation: Towards a Conceptualisation. Technology and Innovation for Social Change, 7–34. doi:10.1007/978-81-322-2071-8_2
  • Easterby‐Smith, M., Lyles, M. A., & Peteraf, M. A. (2009). Dynamic capabilities: Current debates and future directions. British Journal of Management, 20, S1-S8.
  • Eisenbeiss, S. and Boerner, S. (2010). Transformational Leadership and R&D Innovation: Taking a Curvilinear Approach. Creativity and Innovation Management. 19(4): 364-372
  • Eisenhardt K.M. and Martin J.A. (2000). Dynamic capabilities: What are they, Strategic Management Journal, 21(10–11): 1106–1121.
  • Erkuş, A. and Günlü, E. (2008). Duygusal zekanın dönüşümcü liderlik üzerine etkileri. D.E.Ü. İşletme Fakültesi Dergisi. 9(2): 187-209.
  • Evans, S., Vladimirova, D., Holgado Granados, M., Van Fossen, K., Yang, M., Silva, E., & Barlow, C., (2017). Business model ınnovation for sustainability: towards a unified perspective for creation of sustainable business models. Business Strategy and the Environment, 26(5): 1- 12. https://doi.org/10.1002/bse.1939
  • Foss, N. and Saebi, T., (2015). Business models and business model innovation: bringing organization into the discussion. Business model innovation: the organizational dimension. - Oxford [u.a.] : Oxford Univ. Press, ISBN 0-19-870187-X. - 2015, 1-23.
  • García‐Morales, V., Matías‐Reche, F. & Hurtado‐Torres, N., (2008). Influence of transformational leadership on organizational innovation and performance depending on the level of organizational learning in the pharmaceutical sector. Journal of Organizational Change Management, 21(2): 188-212.
  • Gebauer, H., (2011). Exploring the contribution of management innovation to the evolution of dynamic capabilities. Industrial Marketing Management - IND MARKET MANAG. 40. 10.1016/j.indmarman.2011.10.003.
  • Geijsel, F., Sleegers, P. & Van Den Berg, R. (1999). Transformational leadership and the implementation of large‐scale innovation programs. Journal of Educational Administration, 37(4), 309–328.
  • Gümüşlüoğlu, L. and İlsev, A., (2009a). Transformational leadership and organizational ınnovation: the roles of ınternal and external support for ınnovation. Journal of Product Innovation Management. 26(3): 264 - 277.
  • Howell, J. M. and Avolio, B. J., (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance. Journal of Applied Psychology, 78(6): 891–902.
  • Hsiao, H. and Chang, J., (2011). The role of organizational learning in transformational leadership and organizational ınnovation. Asia Pacific Education Review, 12(4): 621-631.
  • Imran, R., Rehman, A. and Fatima, A., (2009). Transformational leadership and organizational innovation: Moderated by organizational size. African Journal of Business Management. 3(11): 678-684.
  • Jaiswal, N. K. and Dhar, R. L., (2015). Transformational leadership, innovation climate, creative self-efficacy and employee creativity: A multilevel study. International Journal of Hospitality Management, 51(1): 30-41.
  • Ju, K., Park, B. & Kim, T., (2016). Causal relationship between supply chain dynamic capabilities, technological ınnovation, and operational performance. Management and Production Engineering Review. 7. 10.1515/mper-2016-0031.
  • Jung, D., Chow, C. & Wu, A., (2003). The role of transformational leadership in enhancing organizational ınnovation: hypotheses and some preliminary findings. The Leadership Quarterly. 14(1): 525-544.
  • Kalaycı, S., (2014). SPSS Uygulamalı Çok Değişlenli İstatistik Teknikleri, Ankara: Asil Publishing.
  • Kaplan, T., (2015). Örgüt Kültürü Perspektifinde Dinamik Yetenekler (Yayınlanmamış Yüksek Lisans Tezi), Trabzon: Karadeniz Teknik Üniversitesi, Sosyal Bilimler Enstitüsü.
  • Kayış, A., (2014). SPSS Uygulamalı Çok Değişlenli İstatistik Teknikleri, Şeref Kalaycı (Ed.) Ankara: Asil Publishing.
  • Khalili, A., (2016). Linking transformational leadership, creativity, innovation, and innovation-supportive climate. Management Decision, 54(9): 2277–2293.
  • Lisetchi, M., & Brancu, L., (2014). The entrepreneurship concept as a subject of social ınnovation. Procedia - Social and Behavioral Sciences, 124, 87–92. doi:10.1016/j.sbspro.2014.02.463
  • Milley, P. and Szijarto, B., (2020). Understanding social innovation leadership in universities: empirical insights from a group concept mapping study. European Journal of Innovation Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/EJIM-07-2020-0256
  • Mongelli, L., & Rullani, F., (2017). Inequality and marginalisation: social innovation, social entrepreneurship and business model innovation. Industry and Innovation, 24(5), 446–467. doi:10.1080/13662716.2017.1295365
  • Mulgan, G., Tucker, S., Ali, R. ve Sanders, B., (2007). Social Innovation: What It Is, Why It Matters and How It Can Be Accelerated. Working paper, Skoll Centre for Social Entrepreneurship, Saïd Business School, University of Oxford.
  • Nicholls A., Murdock A., (2012) The Nature of Social Innovation. In: Nicholls A., Murdock A. (ed.) Social Innovation. Palgrave Macmillan, London. https://doi.org/10.1057/9780230367098_1
  • Nieves, J., Quintana, A., & Osorio, J. (2016). Organizational knowledge, dynamic capabilities and innovation in the hotel industry. Tourism and Hospitality Research, 16(2), 158-171.
  • Ojasalo, K. and Ojasalo, J., (2015). Adapting business model thinking to service logic: an empirical study on developing a service design tool. In Gummerus, J. and von Koskull, K. (Eds), The Nordic School – Service Marketing and Management for the Future, Helsinki, Hanken, 309- 333.
  • Piening, E. P., & Salge, T. O., (2015). Understanding the antecedents, contingencies, and performance implications of process innovation: A dynamic capabilities perspective. Journal of Product Innovation Management, 32(1), 80-97.
  • Pieterse, A., Knippenberg, D., Schippers, M. & Stam, D., (2009). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior. 31(4): 609-623.
  • Reuvers, M., Van Engen, M., Vinkenburg, C. & Wilson-Evered, E., (2008). Transformational leadership and ınnovative work behaviour: exploring the relevance of gender differences. Leadership and Innovation.17(3): 227-244.
  • Sarros, J. C., Cooper, B. K., & Santora, J. C., (2008). Building a climate for ınnovation through transformational leadership and organizational culture. Journal of Leadership & Organizational Studies, 15(2): 145–158.
  • Slávik, S. and Bednár, R. (2014). Analysis of business models. Journal of Competitiveness. 6. 19-40. 10.7441/joc.2014.04.02.
  • Sungur, O. (2014). SPSS Uygulamalı Çok Değişkenli İstatistik Teknikleri, Şeref Kalaycı (Ed.) Ankara: Asil Publishing.
  • Şekerdil, R., Demir, B. & Güneş, E. (2020). The effect of prosocial behaviours on social ınnovation: a scale development study. International Journal of Entrepreneurship and Management Inquiries, 4(7), 301-323.
  • Tabaklar, T., Sorkun, M., Yurt, O. & Yu, Wantao., (2021). Exploring the microfoundations of dynamic capabilities for social innovation in a humanitarian aid supply network setting. Industrial Marketing Management. 96. 147-162. 10.1016/j.indmarman.2021.04.012.
  • Verma, R. & Bashir, M., (2016). Business model innovation: Scale development & validation. 14. 5057-5069.
  • Vézina, M., Ben Selma, M., & Malo, M. C., (2018). Exploring the social innovation process in a large market based social enterprise. Management Decision. doi:10.1108/md-01-2017-0090
  • Weerawardena, J. and Mavondo, F., (2011). Capabilities, innovation and competitive advantage. Industrial Marketing Management, 40. 10.1016/j.indmarman.2011.10.012.
  • Zheng, S., Wu, X. & Du, J., (2011). Knowledge-based dynamic capabilities and ınnovation in networked environments. Journal of Knowledge Management. 15. 10.1108/13673271111179352.
  • Zuraik, A. and Kelly, L. (2018). The role of CEO transformational leadership and innovation climate in exploration and exploitation. European Journal of Innovation Management. 21(1): 1460-1060
Yıl 2022, Cilt: 9 Sayı: 1, 13 - 27, 30.03.2022
https://doi.org/10.17261/Pressacademia.2022.1537

Öz

Kaynakça

  • Afsar, B., F. Badir, Y. and Bin Saeed, B., (2014). Transformational leadership and innovative work behavior. Industrial Management & Data Systems, 114(8), 1270-1300. https://doi.org/10.1108/IMDS-05-2014-0152
  • Alegre, I., & Berbegal-Mirabent, J., (2016). Social innovation success factors: hospitality and tourism social enterprises. International Journal of Contemporary Hospitality Management, 28(6), 1155–1176. doi:10.1108/ijchm-05-2014-0231
  • Altuna, N., Contri, A. M., Dell’Era, C., Frattini, F., & Maccarrone, P., (2015). Managing social innovation in for-profit organizations: the case of Intesa Sanpaolo. European Journal of Innovation Management, 18(2), 258–280. doi:10.1108/ejim-06-2014-0058
  • Antikainen, M., & Valkokari, K., (2016). A framework for sustainable circular business model innovation. Technology Innovation Management Review, 6(7): 5-12.
  • Avolio, B.J. and Bass, B.M., (1995). Individual Consideration Viewed At Multiple Levels Of Analysis: A Multi-Level Framework For Examining The Diffusion Of Transformational Leadership. Leadership Quarterly, 6(2): 199-218.
  • Baldassarre, B. Calabretta, G., Bocken, N.M. & Jaskiewicz, T. (2017). Bridging sustainable business model innovation and user-driven innovation: A process for sustainable value proposition design. Journal of Cleaner Production, 147: 175-186.
  • Bass, B.M., (1990). From Transactional to Transformational Leadership: Learning to Share the Vision. Organizational Dynamics, 18(3): 19-32.
  • Berends, H., Smits, A., Reymen, I., & Podoynitsyna, K. (2016). Learning while (re) configuring: Business model innovation processes in established firms. Strategic Organization, 14(3), 181-219.
  • Chesbrough, H. (2010). Business Model Innovation: Opportunities and Barriers. Long Range Planning. 43: 354-363. 10.1016/j.lrp.2009.07.010.
  • Choi, N., & Majumdar, S. (2014). Social Innovation: Towards a Conceptualisation. Technology and Innovation for Social Change, 7–34. doi:10.1007/978-81-322-2071-8_2
  • Easterby‐Smith, M., Lyles, M. A., & Peteraf, M. A. (2009). Dynamic capabilities: Current debates and future directions. British Journal of Management, 20, S1-S8.
  • Eisenbeiss, S. and Boerner, S. (2010). Transformational Leadership and R&D Innovation: Taking a Curvilinear Approach. Creativity and Innovation Management. 19(4): 364-372
  • Eisenhardt K.M. and Martin J.A. (2000). Dynamic capabilities: What are they, Strategic Management Journal, 21(10–11): 1106–1121.
  • Erkuş, A. and Günlü, E. (2008). Duygusal zekanın dönüşümcü liderlik üzerine etkileri. D.E.Ü. İşletme Fakültesi Dergisi. 9(2): 187-209.
  • Evans, S., Vladimirova, D., Holgado Granados, M., Van Fossen, K., Yang, M., Silva, E., & Barlow, C., (2017). Business model ınnovation for sustainability: towards a unified perspective for creation of sustainable business models. Business Strategy and the Environment, 26(5): 1- 12. https://doi.org/10.1002/bse.1939
  • Foss, N. and Saebi, T., (2015). Business models and business model innovation: bringing organization into the discussion. Business model innovation: the organizational dimension. - Oxford [u.a.] : Oxford Univ. Press, ISBN 0-19-870187-X. - 2015, 1-23.
  • García‐Morales, V., Matías‐Reche, F. & Hurtado‐Torres, N., (2008). Influence of transformational leadership on organizational innovation and performance depending on the level of organizational learning in the pharmaceutical sector. Journal of Organizational Change Management, 21(2): 188-212.
  • Gebauer, H., (2011). Exploring the contribution of management innovation to the evolution of dynamic capabilities. Industrial Marketing Management - IND MARKET MANAG. 40. 10.1016/j.indmarman.2011.10.003.
  • Geijsel, F., Sleegers, P. & Van Den Berg, R. (1999). Transformational leadership and the implementation of large‐scale innovation programs. Journal of Educational Administration, 37(4), 309–328.
  • Gümüşlüoğlu, L. and İlsev, A., (2009a). Transformational leadership and organizational ınnovation: the roles of ınternal and external support for ınnovation. Journal of Product Innovation Management. 26(3): 264 - 277.
  • Howell, J. M. and Avolio, B. J., (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance. Journal of Applied Psychology, 78(6): 891–902.
  • Hsiao, H. and Chang, J., (2011). The role of organizational learning in transformational leadership and organizational ınnovation. Asia Pacific Education Review, 12(4): 621-631.
  • Imran, R., Rehman, A. and Fatima, A., (2009). Transformational leadership and organizational innovation: Moderated by organizational size. African Journal of Business Management. 3(11): 678-684.
  • Jaiswal, N. K. and Dhar, R. L., (2015). Transformational leadership, innovation climate, creative self-efficacy and employee creativity: A multilevel study. International Journal of Hospitality Management, 51(1): 30-41.
  • Ju, K., Park, B. & Kim, T., (2016). Causal relationship between supply chain dynamic capabilities, technological ınnovation, and operational performance. Management and Production Engineering Review. 7. 10.1515/mper-2016-0031.
  • Jung, D., Chow, C. & Wu, A., (2003). The role of transformational leadership in enhancing organizational ınnovation: hypotheses and some preliminary findings. The Leadership Quarterly. 14(1): 525-544.
  • Kalaycı, S., (2014). SPSS Uygulamalı Çok Değişlenli İstatistik Teknikleri, Ankara: Asil Publishing.
  • Kaplan, T., (2015). Örgüt Kültürü Perspektifinde Dinamik Yetenekler (Yayınlanmamış Yüksek Lisans Tezi), Trabzon: Karadeniz Teknik Üniversitesi, Sosyal Bilimler Enstitüsü.
  • Kayış, A., (2014). SPSS Uygulamalı Çok Değişlenli İstatistik Teknikleri, Şeref Kalaycı (Ed.) Ankara: Asil Publishing.
  • Khalili, A., (2016). Linking transformational leadership, creativity, innovation, and innovation-supportive climate. Management Decision, 54(9): 2277–2293.
  • Lisetchi, M., & Brancu, L., (2014). The entrepreneurship concept as a subject of social ınnovation. Procedia - Social and Behavioral Sciences, 124, 87–92. doi:10.1016/j.sbspro.2014.02.463
  • Milley, P. and Szijarto, B., (2020). Understanding social innovation leadership in universities: empirical insights from a group concept mapping study. European Journal of Innovation Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/EJIM-07-2020-0256
  • Mongelli, L., & Rullani, F., (2017). Inequality and marginalisation: social innovation, social entrepreneurship and business model innovation. Industry and Innovation, 24(5), 446–467. doi:10.1080/13662716.2017.1295365
  • Mulgan, G., Tucker, S., Ali, R. ve Sanders, B., (2007). Social Innovation: What It Is, Why It Matters and How It Can Be Accelerated. Working paper, Skoll Centre for Social Entrepreneurship, Saïd Business School, University of Oxford.
  • Nicholls A., Murdock A., (2012) The Nature of Social Innovation. In: Nicholls A., Murdock A. (ed.) Social Innovation. Palgrave Macmillan, London. https://doi.org/10.1057/9780230367098_1
  • Nieves, J., Quintana, A., & Osorio, J. (2016). Organizational knowledge, dynamic capabilities and innovation in the hotel industry. Tourism and Hospitality Research, 16(2), 158-171.
  • Ojasalo, K. and Ojasalo, J., (2015). Adapting business model thinking to service logic: an empirical study on developing a service design tool. In Gummerus, J. and von Koskull, K. (Eds), The Nordic School – Service Marketing and Management for the Future, Helsinki, Hanken, 309- 333.
  • Piening, E. P., & Salge, T. O., (2015). Understanding the antecedents, contingencies, and performance implications of process innovation: A dynamic capabilities perspective. Journal of Product Innovation Management, 32(1), 80-97.
  • Pieterse, A., Knippenberg, D., Schippers, M. & Stam, D., (2009). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior. 31(4): 609-623.
  • Reuvers, M., Van Engen, M., Vinkenburg, C. & Wilson-Evered, E., (2008). Transformational leadership and ınnovative work behaviour: exploring the relevance of gender differences. Leadership and Innovation.17(3): 227-244.
  • Sarros, J. C., Cooper, B. K., & Santora, J. C., (2008). Building a climate for ınnovation through transformational leadership and organizational culture. Journal of Leadership & Organizational Studies, 15(2): 145–158.
  • Slávik, S. and Bednár, R. (2014). Analysis of business models. Journal of Competitiveness. 6. 19-40. 10.7441/joc.2014.04.02.
  • Sungur, O. (2014). SPSS Uygulamalı Çok Değişkenli İstatistik Teknikleri, Şeref Kalaycı (Ed.) Ankara: Asil Publishing.
  • Şekerdil, R., Demir, B. & Güneş, E. (2020). The effect of prosocial behaviours on social ınnovation: a scale development study. International Journal of Entrepreneurship and Management Inquiries, 4(7), 301-323.
  • Tabaklar, T., Sorkun, M., Yurt, O. & Yu, Wantao., (2021). Exploring the microfoundations of dynamic capabilities for social innovation in a humanitarian aid supply network setting. Industrial Marketing Management. 96. 147-162. 10.1016/j.indmarman.2021.04.012.
  • Verma, R. & Bashir, M., (2016). Business model innovation: Scale development & validation. 14. 5057-5069.
  • Vézina, M., Ben Selma, M., & Malo, M. C., (2018). Exploring the social innovation process in a large market based social enterprise. Management Decision. doi:10.1108/md-01-2017-0090
  • Weerawardena, J. and Mavondo, F., (2011). Capabilities, innovation and competitive advantage. Industrial Marketing Management, 40. 10.1016/j.indmarman.2011.10.012.
  • Zheng, S., Wu, X. & Du, J., (2011). Knowledge-based dynamic capabilities and ınnovation in networked environments. Journal of Knowledge Management. 15. 10.1108/13673271111179352.
  • Zuraik, A. and Kelly, L. (2018). The role of CEO transformational leadership and innovation climate in exploration and exploitation. European Journal of Innovation Management. 21(1): 1460-1060
Toplam 50 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular İşletme
Bölüm Articles
Yazarlar

Resat Sekerdil 0000-0002-3260-4314

Evrim Gunes Bu kişi benim 0000-0001-9281-3284

Yayımlanma Tarihi 30 Mart 2022
Yayımlandığı Sayı Yıl 2022 Cilt: 9 Sayı: 1

Kaynak Göster

APA Sekerdil, R., & Gunes, E. (2022). EFFECT OF THREE INNOVATION COMPONENTS IN BUSINESSES ON SOCIAL INNOVATION. Research Journal of Business and Management, 9(1), 13-27. https://doi.org/10.17261/Pressacademia.2022.1537
AMA Sekerdil R, Gunes E. EFFECT OF THREE INNOVATION COMPONENTS IN BUSINESSES ON SOCIAL INNOVATION. RJBM. Mart 2022;9(1):13-27. doi:10.17261/Pressacademia.2022.1537
Chicago Sekerdil, Resat, ve Evrim Gunes. “EFFECT OF THREE INNOVATION COMPONENTS IN BUSINESSES ON SOCIAL INNOVATION”. Research Journal of Business and Management 9, sy. 1 (Mart 2022): 13-27. https://doi.org/10.17261/Pressacademia.2022.1537.
EndNote Sekerdil R, Gunes E (01 Mart 2022) EFFECT OF THREE INNOVATION COMPONENTS IN BUSINESSES ON SOCIAL INNOVATION. Research Journal of Business and Management 9 1 13–27.
IEEE R. Sekerdil ve E. Gunes, “EFFECT OF THREE INNOVATION COMPONENTS IN BUSINESSES ON SOCIAL INNOVATION”, RJBM, c. 9, sy. 1, ss. 13–27, 2022, doi: 10.17261/Pressacademia.2022.1537.
ISNAD Sekerdil, Resat - Gunes, Evrim. “EFFECT OF THREE INNOVATION COMPONENTS IN BUSINESSES ON SOCIAL INNOVATION”. Research Journal of Business and Management 9/1 (Mart 2022), 13-27. https://doi.org/10.17261/Pressacademia.2022.1537.
JAMA Sekerdil R, Gunes E. EFFECT OF THREE INNOVATION COMPONENTS IN BUSINESSES ON SOCIAL INNOVATION. RJBM. 2022;9:13–27.
MLA Sekerdil, Resat ve Evrim Gunes. “EFFECT OF THREE INNOVATION COMPONENTS IN BUSINESSES ON SOCIAL INNOVATION”. Research Journal of Business and Management, c. 9, sy. 1, 2022, ss. 13-27, doi:10.17261/Pressacademia.2022.1537.
Vancouver Sekerdil R, Gunes E. EFFECT OF THREE INNOVATION COMPONENTS IN BUSINESSES ON SOCIAL INNOVATION. RJBM. 2022;9(1):13-27.

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