Career paths of hotel general managers in Turkey

This article investigates the career paths of hotel general managers (HGMs) in a developing country, namely Turkey. Based on an in-depth literature review, a questionnaire was developed and data were collected from 168 HGMs in Turkey. Compared to previous studies, this study found a higher percentage of female HGMs working in hotels. According to the research findings, almost half of the respondents received formal education in hospitality and tourism. The participating respondents most frequently reached the HGM position through working in the front office department and the food and beverage department. Honesty, interpersonal skills, and loyalty were found to be the top three characteristics that helped the participants become HGMs. In terms of required skills, communication, human relations, taking initiatives, and the ability to formulate plans were the top four skills for the participants in their career development. Finally, learning a foreign language, having a college degree, and developing long-term career goals were the top three personal development strategies. This is one of the first studies investigating HGMs career paths in a developing country and it offers specific theoretical and practical implications on this important topic.     

The Shocking Origins of Political Transitions: Evidence from Earthquakes

Do earthquakes trigger political transitions? Using a rich panel dataset of 160 countries observed over 1950–2007, we find that earthquake shocks, measured in terms of the effect of ground‐motion amplitude on death toll, have two contradicting effects on political change. On the one hand, earthquakes drive transitions into democracy due to an affective shock, which we interpret to be the reaction of citizens by which they hold the incumbent government responsible for earthquake damages. On the other hand, earthquakes indirectly hasten transitions into a less democratic regime because they increase the income level contemporaneously, possibly due to short‐term emergency response and recovery expenditures, and thus, raising the opportunity cost of contesting the incumbent government. Overall, we show that, while not leading to a full‐fledged regime transition, earthquake shocks open a new democratic window of opportunity, but this window is narrowed by improved economic conditions.     

Competition in Turkish mobile telecommunications markets: Price elasticities and network substitution

This paper estimates demand elasticities for Turkish mobile telecommunications markets. In contrast to most other studies, firm-level data is used to estimate dynamic panel data models including instrumental variable techniques. Both short- and long-run elasticities are calculated, yielding a long-run price elasticity of −0.72 for the post-paid market and of −0.33 for the pre-paid market. The short-run price elasticity is estimated to be −0.36 for the post-paid market and −0.20 for the pre-paid market. In addition, there is evidence of fixed-to-mobile traffic substitution for consumers who use pre-paid cards.     

Risk return and cost of equity of small and large casual-dining restaurants

Although the financial performance of US casual-dining restaurants has been better than returns in other restaurant segments, it is not known how large and small casual-dining restaurant companies perform when their stock returns are adjusted for risk. The present study uses traditional and contemporary risk-adjusted performance and cost of equity models to fill the void in this area of research. The results indicate that large casual-dining restaurants outperformed their smaller counterparts on a risk-adjusted basis, and had a lower cost of equity for the 1998–2002 period. In addition, the findings demonstrate that the cost of equity estimates pose some serious challenges when sub-periods before and after September 11 events are included in the analysis.     

Slow-moving capital and execution costs: Evidence from a major trading glitch

We investigate the impact of an exogenous trading glitch at a high-frequency market-making firm on standard measures of stock liquidity (spreads, price impact, turnover, and depth) and institutional trading costs (implementation shortfall and volume-weighted average price slippage). Stocks in which the firm accumulates large long (short) positions increase (decrease) by about 4% during the glitch and become substantially more illiquid. It takes one day for prices and spread-based liquidity measures to revert. Institutional trading costs, however, remain significantly higher for more than one week. Both liquidity measures are also weakly correlated outside the glitch period, suggesting they capture different aspects of liquidity.     

Housing prices and the optimal time-on-the-market decision

This paper provides a model for housing prices based on a seller solving the optimal time-on-the market problem. Given the seller’s optimal time-on-the market, analytical expressions are provided for both the expected time-on-the-market and the sales price. These expressions facilitate the computation of comparative statics. Consistent with economic intuition, we show that (i) both the expected time-on-the market and sales price decrease as interest rates increase, (ii) the expected time-on-the market increases and the expected sales price decreases as offer activity declines, and (iii) the expected time-on-the market and expected sales price both increase as the list price increases.     

Consumer choice and local network effects in mobile telecommunications in Turkey

The aim of this paper is to analyze the extent of network effects in mobile telecommunications in Turkey, and to identify other determinants of consumer choice based on consumer survey data. This study shows that there are regional disparities in the adoption of network services in Turkey, the attractiveness of the different networks varies for consumers between different regions. The results show that local network effects are significant for consumer choice. This finding means that consumers are more likely to be affected by the choices of other people within their local area than by the overall size of a network. Furthermore, local network effects also outweigh macro network effects at least in Turkey.     

Evaluation of 4PL operating models: A decision making approach based on 2-additive Choquet integral

By being a supply chain integrator who can assemble and manage the resources, capabilities, and technology of its own organization with those of complementary service providers, fourth party logistics (4PL) providers deliver comprehensive supply chain solutions and form an important option for business outsourcing. The adequate design of the partnership between companies in this type of outsourcing activities is essential. In order to support the effective usage of 4PL services, this paper proposes an analytical multiple criteria decision making approach to evaluate 4PL operating models. While decision criteria and their hierarchy were identified, it is observed that there exist interactions, e.g. simultaneous satisfaction of two or criteria is sometimes required. This situation can not be handled with traditional multi-criteria decision making methods which assume criteria independence. 2-additive Choquet integral is appropriate to model criteria interactions by pairs and is used in this study. The proposed framework is applied for a logistics company willing to expand its operations. Finally, an application is provided to demonstrate the potential of the methodology for 4PL operating model selection.     

HRM and performance—The role of talent management as a transmission mechanism in an emerging market context

This paper investigates the link between HRM practices, talent management (TM), and firm performance and examines the role of HRM/business strategy alignment in an emerging market context. Through survey evidence gathered from 198 respondent firms, this study shows that TM, when focused on a series of practices aimed at developing workforce networks and social capital, is a key transmission mechanism mediating the relationship between HRM and firm performance. HRM strategy and business strategy alignment increases these performance impacts but is not an essential component in the HRM‐TM‐performance link.