Prof. Dr. Ferhan Odabaşı
Anadolu University, Turkey

Keynote title:“How I Could Not Became a Perfect Researcher”

Abstract: Research needs a dedication to a subject matter. Being a good researcher means having a solid field of study. However, this is not sufficient to describe being a good researcher. We need to have different qualities in order to be a good researcher. A review of literature reveals up to seventeen qualities needed to be a good researcher. Since this presentation carries a personal tone, I will talk about my own journey into research. Thus the presentation will focus on motivation & interest, awareness & knowledge and, fun, which I believe are the strong pillars of becoming a good researcher.

Bio: Prof. H. Ferhan Odabasi is a faculty member of Department of Computer Education and Instructional Technology. She has an MA in English language education and a Ph.D. in educational technology. She has offered several undergraduate and graduate courses on English language education and educational technology. She has supervised several PhD dissertations, published many articles in both national and international peer-reviewed periodicals, supervised and actively took part in national and international research projects, and prepared educational software. She developed “Hypervocab” with Steve Neufeld, and received the European Academic Software Award: Best Software in the Field of Language. She conducts research on safe, responsible and effective use of ICTs by children and families; parental awareness on Internet; professional development of teachers and higher education faculty; transformations stemming from the digital world; digital citizenship and ICT integration at K-12 and higher education institutions. She has been the primary national figure to resort to regarding safe, effective and ethical use of ICTs among children.

Prof. Dr. Çetin BEKTAŞ
Tokat Gaziosmanpaşa University, Turkey

Keynote title: “Personnel Empowerment Strategies in Business Organizations”

Abstract: Personnel empowerment is defined as increasing authority of employees to make decisions and enhance employees in organizations by means of training, sharing and team working. It is the perception that employees can help determine their own roles, accomplish meaningful work and influence workplace decisions. Empowerment has been studied from different perspectives, such as personnel perceptions, leadership behaviors, team working and intrinsic and extrinsic job satisfaction factors. According to this definition, empowering is an intrinsic and extrinsic job satisfaction structures that are composed of four subdimensions. These are personnel competence, possession of autonomy, level of understanding, and his/her impact on the job. Personnel empowerment is a very important factor for business organizations. For it provides some advantages to the organization such as employee commitment, improved product quality, more innovation, increased job satisfaction and productivity. In addition to these benefits, an empowered person has a sense of self determination, meaning, competence and influence. Investigations have demonstrated that a person who is more empowered compared to the ones which are less empowered have a higher level of performance. This result clarifies that there is a positive correlation between empowerment and performance. There are several empirical studies related to personnel empowerment and leadership. They have investigated both leadership factors and employee empowerment. These studies generally have focused on transformational leadership. Transformational leadership behaviors are positively related to work team success and leadership effectiveness. This leadership includes four components: idealized influence, inspiration, intellectual stimulation and individualized consideration. Some factors provide empowerments to employees in business organizations. These factors are: Increasing the knowledge and skills of staff, increasing organizational communication, providing intra organizational trust, ensuring personnel initiative, removing ambiguity for personnel, providing socio-politic support, providing an easy access to information and ensuring participation in decisions.

Bio: Çetin Bektaş was born in 1967 in Erzincan/Turkey. He completed his undergraduate education at the School of Mersin Tourism and Hotel Management, Faculty of Economics and Administrative Sciences at Çukurova University in 1993. He had a master degree in Business Administration at the University of Afyon Kocatepe in Turkey in 1996. After that he finished his Ph.D. at the same university and in the same field in 2000. In 2009, he became an Associate Professor in management and organization science. In 2014 he was appointed as a Professor of management and organization at Erzincan University.

He worked for Afyonkocatepe University, Usak University and Erzincan University in Turkey. Since 2014 he has been working for Tokat Gaziosmanpasa University in Turkey. He is a business administration and organization Professor at Faculty of Economics and Administrative Sciences in Tokat-Turkey. He has published 3 books and more than 30 articles in reputed journals. He has presented more than 20 papers in national and international conferences. He has responsibilities as a committee member for conferences and as a referee for journals. His field of scientific research includes strategic management, human resource management and organizational behaviour. He has been the President of the World Conference on Business Economics and Management for three years.

Prof. Dr. Mehmet Altinay
Dean, Faculty of Business and Economics,
University of Kyrenia, Cyprus

Keynote Title: “World tourism trends, the challenges of tourism for the development of sustainable tourism in North Cyprus”

Abstract: The paper aims to discuss the world tourism trends, the challenges of tourism for the development of sustainable tourism in North Cyprus considering the experiences of other destinations.

The study used published reports; LTB Berlin World Travel trends report 2016/2017, top global issues that impact hospitality, 2015 by Kelley Mcgure; UNWTO publications (UNWTO Tourism towards 2030) and North Cyprus Tourism Ministry web site

The United Nations declared 2017  as the International year for sustainable tourism development. Sustainable tourism for tourism industry is to have travelers ‘ environmentally friendly’ and the tourism industry are expected to respect the environment and its biodiversity, local traditions and the culture of the destinations.

The statistics (UNWTO) indicate that by 2020 1.4  bn people are going to travel and this will increase to almost 2.0 billion in 2030. This corresponds to an average growth of 3.3% a year over the period 2010-2030. Despite the ups and downs in the economies, tourism industry will continue to grow and contribute to growth, employment foreign exchange earnings and investments. The strongest growth by region will  be seen in Asia, Pacific, whereas arrivals are forcasted to increase by 331 million to reach 535 m. In 2030 (+4.9 % per year). Europe from 475 m. to 744 m. and the Americas from 150 m. to 248 million ( UNWTO, 2016)

World-wide tourism trends in outbound and inbound travel show that tourism remained in the growth path despite terror attacks, political unrest, health and crime risks in many parts of the world (ETB World Travel trends report 2016/17). As a result, travelers’ trend will be to switch their destinations to more safe places. Many travelers (%45) now have big concerns for some regions like the Middle East countries and are marking plans to go to secured countries.

Under these conditions, the following questions have to be answered. In a world where terror attacks, political unrest, health and crime risks are increasing which destinations are the travelers going to prefer? Which mode of transport are they going to use? What type of accommodation will they need? Will the travelers prefer sea –sand-sun nature, cultural places of special interest tourism? How will the product/ service mix will be shaped?

North Cyprus is a small state that has limited resources in terms of land, sea and shores, forests, rivers and mountains. North Cyprus is located at the cross roads of Asia, Europe and Middle East (Africa). Yet, it is one of the most secured destinations with 10000 years of history and cultural heritage. Romans, Byzantains; Luzignyens, British, Venetians, Ottoman all have their are own heritage on the island. The island as a whole also lived the new stone age, neolitic and catholic periods, early bronze and middle bronze ages. The rich history also extends to Syrians, Egyptians and Persians.

North Cyprus faces all these challenges and experiences should pursue sustainable tourism policy based on its strengths. The following suggestions can be argued for the development of sustainable tourism in North Cyprus.

The strengths underlined in the Tourism Master Plan (22-7/1997) are:

Undiscovered and non-spoilt, hospitality of the local people, rich flaura and faune, shores\ beaches and water sports, rich Cyprus cuisine, rich environmental resources, rich with its history and cultural, suitable climate for four season tourism, handicrafts, safety and security.

Strategies suggested for North Cyprus Tourism are;

Physical plan and regional plans, promotion and marketing( diversification), skilled human resource for quality, transportation facilities and infrastructure, product mix , organization and involment of all stakeholder, public education and awareness, protection of manmade-natural resources.

Keywords: Tourism, sustainable, destination, North Cyprus.

Bio: Prof. Dr. Mehmet Altinay is Dean, Faculty of Business and Economics in University of Kyrenia. He is the Professor on tourism education. More than 14 years, he was the parliament member in TRNC. He did several ministry duties in his political life. He has professional expertise on strategic planning in tourism and higher education sectors. In terms of tourism education, he has several books, publications and research projects. His research interests are tourism services, tourism as service for disabled citizens, strategic planning, entrepreneurship, innovation, etc.

Prof.Dr.Deniz Elber Börü
Marmara University
Faculty of Business Administration
Business Administration Department

Keynote Title: “Are we really different? Comparison of Generation X and Generation Y employees In Terms of Work Style and Entrepreneurial Intention”

Abstract: In recent years organizations are faced with a new challenge: how to motivate and manage generation Y employees (Luttrell, & McLean, 2013). These new young professionals born after 1980s are said to be more confident and autonomous, has greater mobility and less commitment, prone to technology, and social networks (Alexander & Sysko, 2013; Dixon, Mercado & Knowles, 2013; Holt, Marques & Way, 2012). They want to shape their lives; flexibility, and work-life balance is more important than ever (Yüksekbilgili, 2013). However, there are also conflicting ideas and lack of enough academic research (Klun, 2008; Lyons & Kuron 2014; Kuhl, 2014; Montana & Petit, 2008; Rawlins, Indvik & Johnson, 2008). The purpose of this study is to develop a scale to analyze the differences between these generations.

As a first step of this study interviews are conducted to find out in what way GenY employees perceive themselves different. And based on interview results and literature sixty-item work-style questionnaire is formed.

As a second step of this study it’s aimed to measure differences in entrepreneurial intention of generations X and Y, in comparison to society values and gender. A multi-item questionnaire is used, composed of entrepreneurial intention (Linan & Chen, 2009) and society values (Börü, 2004) scales.

This study was conducted with the purpose of developing a work style questionnaire to measure differences between GenX and Gen Y employees. Work style scale is still in development stage, but so far, a 42-item 15-factor questionnaire seems to differentiate between generations. Naturally, further study is needed to confirm factor results and to test if results are generalizable. Therefore, testing the questionnaire with new samples and conducting confirmatory statistical techniques is necessary.

As the results indicated, Work style, 42-item 15-factor, questionnaire seems to differentiate between generations and the amount of entrepreneurial intention changes depending on gender and generations. However society values does not affect entrepreneurial intention. Naturally, further study is needed to confirm results and to test if results are generalizable.

Bio: Prof. Dr. Deniz BÖRÜ graduated from Erenköy Girls High School. She received her undergraduate degree from the Faculty of Business Administration at Istanbul University. She received her M.A and Ph.D. degrees from the Division of Management and Organization in Institute of Social Sciences Business Administration Department at Marmara University and became an Associate Professor in 2006. She still lectures “Introduction to Business”, “Business Management”, “Entrepreneurship and Small Businesses”, “Entrepreneurship and Business Plan”, “Human Resources”, “Scientific Research Methods” and “Modern Management Techniques” in the Division of Management and Organization in the Faculty of Economics and Administrative Sciences, Department of Business Administration at Marmara University. She served in different administrative positions (deputy institute principal, strategic planning and quality works, student club president) at Marmara University. She provided consultancy services for the Department of Human Resources and Quality Consultancy of Istanbul Police Department between 2009 and 2010. She has published a great number of academic articles and conducted many researches. She is married and has one daughter.

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