186 10 3494 https://omeka.ibu.edu.ba/files/original/67f10ea1851daf433d868f1f0bc180b5.pdf 2602618cfe3f1354fa4b70fa1e072aa4 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Consumers` Perception of Corporate Social Responsibility in Contemporary World – a Review Danijela Šarčevid Institute of Meat Hygiene and Technology, Belgrade, Serbia danijelas@inmesbgd.com Sanel Jakupovid Univerzitet Apeiron, Banja Luka, Bosnia and Herzegovina sanel.j@apeiron-uni.eu Corporate social responsibility (CSR) increasingly receives attention from managers and researchers, especially in the area of consumer perception and response of CSR. Most of this research was conducted in the context of developed countries. It shows that research on consumer perception towards CSR in developing countries needs to be developed. In latest research, literatures result shows some interesting findings. When consumers have to buy similar products with the same price and quality, CSR could be the determining factor. They would buy from the firm that has a socially responsible reputation. Also, a company′s CSR position leads to consumer identification with company, which in turn leads to better company evaluations. A common problem of most studies researching the link between CSR and consumer behavior is assumed or artificially inducted awareness CSR. Consumers generally have a low level of awareness about what corporate social responsibility is. Nonetheless, when consumers are made aware of what CSR is, it appears that CSR does lead to positive attitudes and stronger behavioral intentions toward buying products from socially responsible company. The positive link between CSR and consumers patronage makes managers realize that corporative social responsibility is not only an ethical/ideological imperative, but also an economic one in today′s contemporary global market place. More companies are willing to increase their CSR investment and integrate it into the long term strategies plan to maintain or even enhance long term market performance. The purpose of this paper is to consider and analyze the profle of modern consumer (careful to consequences of its purchasing decision in terms of social, ethical and environmental aspects), in order to identify the role of CSR for consumer through a study on critical, ethical and responsible purchase. Through wide literature review, paper shows consumers`perception of CSR in contemporary world. Keywords: Corporate Social Responsibility, Consumers Perception, Contemporary Global Market Place. 85 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1511 Title A name given to the resource Consumers` Perception of Corporate Social Responsibility in Contemporary World – a Review Author Author ŠARČEVIĆ, Danijela JAKUPOVIĆ, Sanel Abstract A summary of the resource. Corporate social responsibility (CSR) increasingly receives attention from managers and researchers, especially in the area of consumer perception and response of CSR. Most of this research was conducted in the context of developed countries. It shows that research on consumer perception towards CSR in developing countries needs to be developed. In latest research, literatures result shows some interesting findings. When consumers have to buy similar products with the same price and quality, CSR could be the determining factor. They would buy from the firm that has a socially responsible reputation. Also, a company′s CSR position leads to consumer identification with company, which in turn leads to better company evaluations. A common problem of most studies researching the link between CSR and consumer behavior is assumed or artificially inducted awareness CSR. Consumers generally have a low level of awareness about what corporate social responsibility is. Nonetheless, when consumers are made aware of what CSR is, it appears that CSR does lead to positive attitudes and stronger behavioral intentions toward buying products from socially responsible company. The positive link between CSR and consumers patronage makes managers realize that corporative social responsibility is not only an ethical/ideological imperative, but also an economic one in today′s contemporary global market place. More companies are willing to increase their CSR investment and integrate it into the long term strategies plan to maintain or even enhance long term market performance. The purpose of this paper is to consider and analyze the profle of modern consumer (careful to consequences of its purchasing decision in terms of social, ethical and environmental aspects), in order to identify the role of CSR for consumer through a study on critical, ethical and responsible purchase. Through wide literature review, paper shows consumers`perception of CSR in contemporary world. Keywords: Corporate Social Responsibility, Consumers Perception, Contemporary Global Market Place. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 https://omeka.ibu.edu.ba/files/original/142f8547b8747dffdbb65857ae99c75f.pdf 4d5d87a9b7b8c521f6b51f4149be20e8 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Stairways to hell (Historical interventionism as a truly roots of current global economic crisis) Djogo Marko University of East Sarajevo markodjogo@yahoo.com marko.djogo@ekofis.org Tamara Starovlah-Djogo University of East Sarajevo Economic crisis in Euro- Atlantic economy came in its fifth year although governments of developed countries have taken all measures that they were using more or less successfully in last 60 years. While governments keep looking for more drastically measures to end the crisis, we believe that the time has come for analyzing this situation from another angle. That angle is integral historical analyses of actual roots of this crisis instead of shallow partial analysis that take place these days. Keywords: economic crisis, state intervention, free market JEL classification: E02, E58, E6 87 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1551 Title A name given to the resource Stairways to hell (Historical interventionism as a truly roots of current global economic crisis) Author Author Đogo, Marko STAROVLAH-ĐOGO, Tamara Abstract A summary of the resource. Economic crisis in Euro- Atlantic economy came in its fifth year although governments of developed countries have taken all measures that they were using more or less successfully in last 60 years. While governments keep looking for more drastically measures to end the crisis, we believe that the time has come for analyzing this situation from another angle. That angle is integral historical analyses of actual roots of this crisis instead of shallow partial analysis that take place these days. Keywords: economic crisis, state intervention, free market JEL classification: E02, E58, E6 Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 https://omeka.ibu.edu.ba/files/original/f654163988d13bbf1e554ce779a83f6b.pdf acb0fc7a3e1de3ac52629e1cf30fe658 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo The importance of Balanced Scorecard in business operations Maida Djakovac Novi Pazar, Serbia maidadj86@yahoo.com The aim of this paper is that to explore the role and importance of applying strategic management tools known as Balanced Scorecard in a comprehensive, concise and understandable way. The subject of the research is the elaboratation of the basic assumptions of Balanced Scorecard model in its essential elements and display the possibilities of its application, as well as showing the importance of methodology of Balanced Scorecard to translate company’s strategy into initiatives, measures and effects. With clear indicators and measures it is possible to develope and improve the organization. The tasks and standards observe the results of the organization through four perspectives: finances, customer, internal business processes and learning and development. These four perspectives provide a framework for the Balanced Scorecard. The aim of the implementation of Balanced Scorecard is to significantly improve the business. BSC model combines financial and nonfinancial measures into a single system to provide managers with sufficient and relevant information about the activities they manage. The usage of BSC method should start with a clear idea of its long-term application and with the aim of the process to learn as much as possible about how the organization should work in order to satisfy customers, stakeholders and employees. Balanced Scorecard is extensively used in the business sector, governmental and nongovernmental organizations around the world, to synchronize operations with the vision and strategy of the company, to improve internal and external communication and monitoring of organizational performance in relation to its strategic goals. Benefits of the Balanced Scorecard include increased financial returns, greater coordination of activities with the goals of employees, improved cooperation and continued focus on strategy. Balanced Scorecard is a set of instruments that provides simple and concise overview of the company and provides answers to questions where it is and where it should go. Keywords: Perspectives of BSC, the Strategic Map, Performance Measure, Implementation of BSC. 194 � https://omeka.ibu.edu.ba/files/original/85dcbd2f0b4f21378d08fd06854647b6.docx ae344463651a73bfa5662883eaf74faf https://omeka.ibu.edu.ba/files/original/04c312ab3eecea547be7c7dd3a234144.pdf 4ddecdaa7306d05aa07d9d0cd87f413c PDF Text Text International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo The importance of Balanced Scorecard in business operations Maida Djakovac Novi Pazar, Serbia maidadj86@yahoo.com Abstract The aim of this paper is that to explore the role and importance of applying strategic management tools known as Balanced Scorecard in a comprehensive, concise and understandable way. The subject of the research is the elaboration of the basic assumptions of Balanced Scorecard model in its essential elements and displays the possibilities of its application, as well as showing the importance of methodology of Balanced Scorecard to translate company’s strategy into initiatives, measures and effects.With clear indicators and measures it is possible to develop and improve the organization. The tasks and standards observe the results of the organization through four perspectives: finances, customer, internal business processes and learning and development. These four perspectives provide a framework for the Balanced Scorecard. The aim of the implementation of Balanced Scorecard is to significantly improve the business. BSC model combines financial and nonfinancial measures into a single system to provide managers with sufficient and relevant information about the activities they manage. The usage of BSC method should start with a clear idea of its long-term application and with the aim of the process to learn as much as possible about how the organization should work in order to satisfy customers, stakeholders and employees. Balanced Scorecard is extensively used in the business sector, governmental and nongovernmental organizations around the world, to synchronize operations with the vision and strategy of the company, to improve internal and external communication and monitoring of organizational performance in relation to its strategic goals. Benefits of the Balanced Scorecard include increased financial returns, greater coordination of activities with the goals of employees, improved cooperation and continued focus on strategy. Balanced Scorecard is a set of instruments that provides simple and concise overview of the company and provides answers to questions where it is and where it should go. Key words: perspectives of BSC, the strategic map, performance measure, implementation of BSC Introduction Business strategy, to which every company that wants growth has to pay deserved attention comes from the vision and mission of the company and must be clearly defined, with the goals and tasks that are recognizable and conductible. For the successful implementation of the strategy objectives must be measurable. 1 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo In today’s environment it is proved that it’s not enough to rely only on the purely financial indicators. Modern business has set the task for managers to monitor and measure not only financial, but also other indicators of value and success of an organization. In modern companies big part of the market value is consisted of intangible value and intellectual capital (people, brand, processes ...), which create the need for developing measurement systems that will identify and assess other indicators of the value of companies such as relationships with customers, business performance process, the ability to develop and so on. Starting from the vision, mission and strategy Balanced Scorecard has developed as a tool which taking into account the value of the company exceeds the main problems of the organization: a successful measurement of company’s performance. This paper aim to show the introduction of Balanced Scorecard and the implementation of appropriate management of related processes can bring good results, mainly through increasing the quality of the strategic management process. Balanced scorecard provides a concise overview of the company and answers questions where it is and where to go. The main feature of this method is that it is rational and profitable because it is focused on the optimal number of key characteristics which choice is the result of the vision and strategy. Clear benefits that companies realize with the application of the Balanced Scorecard are improved strategic planning, improved communication strategies and execution, better information of the management, improved reporting of performance, better compliance of the strategy and better coordination of the organization. It is expected that changes in the way of observing the different segments of the business through Balanced Scorecard significantly affect the quality of the organization’s business and thus contribute to the business, primarily the company’s development and rapid achievement of strategic objectives and vision of the company. Starting hypotheses are:    Balanced Scorecard is a modern multi-dimensional method of measuring the performance of companies in modern market conditions, which can significantly improve the operations of companies that are applying it. One of the reasons of failure or poor results of the company is certainly insufficient management attention on strategic issues. With the appliance of the Balanced Scorecard method the quality of strategic management process is increased and the conditions for the growth of the company are created. The very presence of the company’s strategy is not enough. Even the best strategy will have no value if it isn’t applied. Balanced Scorecard application method significantly improves the performance of companies in implementing strategy. The intention of this work is to review the basic parts of the model. Basis of Balanced Scorecard Managers must determine how the company will compete with its competitors in order to realize the benefits that can be sustained for an extended period of time.1 The main role of 1 Dess G., Lumpkin G.T., Eisner A., Strаtegijski menаdžment, 2007, str. 10 2 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo managers is to manage the processes: planning, organizing, managing and controlling. The implementation of each of these processes, managers is constantly faced with different problems that need to be solved. Modern managers, in order to effectively manage any process, necessarily have to rule management tools and methods and techniques. Organizations in today's highly competitive environment, full of changes, have to devote considerable time, energy and human and financial resources, measuring performance in achieving its strategic goals. Financial performance measures which correspond to the business activities were based on tangible assets, but they are not adjusted for the value creation mechanisms of modern business organizations. Intangible assets like knowledge of employees, customer and vendor relationships, and innovative culture are the key to the production values in a modern economy. Nevertheless, the role of different strategies is now more important than ever. Effective implementation of the strategy is very important in today's era of globalization, the power of clients and rapid change. The disturbing fact is that about 9 out of 10 organizations fail to implement its strategy.2 Because of the different views on the development of performance measurement and evaluation of business operations, several different methods of measuring business performance have developed. Nowadays the most used method is the Balanced Scorecard, which tracks the optimal number of key features whose appointment was derived from vision and strategy for the company. Financial measures are inadequate for predicting and evaluating the path which information age companies must go through in order to create future value through investment in customers, employees, processes, technology and innovation. Balanced Scorecard complements financial measures based in the past with the scale drivers of future performance. Balanced Scorecard is a relatively new concept. It was introduced for the first time in 1990 by Kaplan and Norton. Kaplan and Norton talk about the organization that is completely devoted to implementing the strategy. Balanced Scorecard is a set of instruments that provides simple and concise overview of the company and provides answers to questions where it is and where it should go. The methodology of Balanced Scorecard turns the company's strategy into initiatives, measures and effects. Benefits of the Balanced Scorecard include increased financial returns, greater coordination of activities with the goals of employees, improved cooperation and continued focus on strategy. It represents a carefully selected set of benchmarks derived from the strategy of an organization that can be quantified.3The selected criteria may be used to help employees and external stakeholders in presenting the results and performance drivers by which organizations are trying to achieve its mission and strategic goals.Balanced Scorecard provides for the vision and strategy to be turned into a system of specific goals and measures, whose implementation is systematically monitored and measured. It also allows for all business functions to subordinate their actions to the realization of the unified vision and strategy. 2 Niven P.R., Balanced Scorecard – Korak po korak, 2007, str. 12 Niven P.R., Balanced Scorecard – Korak po korak, 2007, str. 33 3 3 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Balanced Scorecard helps organizations to cope with three major issues: a successful organizational performance measurement, monitoring and exploitation of an intangible assets and challenges of strategy implementation. Approximately 75% of the value created in the organization is made of intangible assets. The ability of the company to mobilize and exploit its intangible or invisible trumps becomes more important than investing and managing physical, tangible assets. Balanced Scorecard emphasizes that financial and nonfinancial measures must be part of an information system for employees at all levels of the organization. Innovative companies are using Balanced Scorecard as a strategic management system to manage its strategy in the long run. To support simplicity and usefulness of the measurement, the number of measures in the Balanced Scorecard is limited, and all criteria were classified into four groups. In fact, one of the key activities is just selection, filtering and grouping criteria (the companies already have much more standards than is required to put in the Balanced Scorecard feature). Balanced Scorecard model suggests the implementation of the vision and strategy in four key performance prospects of success: A. financial perspective - provides information on the overall financial operations and position of the company; B. customer perspective - means measuring market performance, delivered value and user's satisfaction; C. internal business process perspective - measures the performance of different processes and activities that focus on delivering value to target users; D. perspectives of learning and development - refers to the infrastructure that the company must build in order to ensure long-term growth and improvement. Balanced Scorecard is a tool for change. Building a successful team, creating support and enthusiasm for the initiative changes, efficient collection and exchange of information and training, are just some of the exciting and challenging tasks to be faced. Balanced Scorecard model is developed for a specific purpose in accordance with the set concept. Developing elements of a Balanced Scorecard should first determine the basic values, mission, vision and strategy of the organization, because the indicators measuring the four perspectives of achievement choose exactly the purpose of their achievements. Balanced Scorecard provides executives comprehensive framework that translates a company's vision and strategy into a coherent set of criteria found. The fact about which most authors agree is that the execution or implementation of the strategy is much more important than strategy formulation. In support of this claim is the study of 'Fortune' in 1999. which found that 70% of top managers failures is not the result of bad strategy, but of not being able to implement it.4 In order for the organization to succeed in today’s business, the strategy must be ‘’revived’’ with great clarity, so that everybody in the organization can understand it and act in accordance with it on a daily basis. 4 Niven P.R., Balanced Scorecard – Korak po korak, 2007, str. 29 4 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Using the Balanced Scorecard, organizations have an excellent chance of winning the difficulties in successfully implementing its strategy in its constituent parts through the four perspectives. Balanced Scorecard is the ideal generated by a common understanding and implementation of strategies for the purposes of the organization, standards, goals and initiatives in each of the four perspectives. Using the Balanced Scorecard as a framework for the implementation of the strategy, these organizations are creating a new language of measurement that serves as a guide for all staff activities aimed at achieving this objective. A key attribute of formulating strategy is to perform a set of activities that is different from those performed by their competitors. These activities must reflect the Balanced Scorecard which must go along with the strategy. By dividing the strategy into its elements, through goals and measures in each perspective, Balanced Scorecard gives the organizations the opportunity to move along from 'deciding' to 'enforce' the strategy. Balanced Scorecard makes it possible to define the cause-effect relationships within a single strategy. In defining the strategic hypothesis, the initial step is the perspective of owners and consumers. The basic question is "Who are financial targets in terms of revenue growth and increased productivity? What are the main sources of growth?". Once the objectives of the financial perspective are defined, the next question would be "Who are the target consumers that will ensure revenue growth and profitable mix of products and services? What are our objectives in this perspective and how to measure success in achieving them?". Consumer perspectives include the definition of "value proposition" (value proposition). Value proposition defines the way in which the company will differentiate itself in terms of unique products mix, prices, services, customer relations and image to attract and retain target customers and deepen relationships with them. Financial and consumer objectives are desired outcomes, but they do not specify the ways in which they are reached. The prospect of internal processes, which for example, include product design, brand and market development, sales, service, production and logistics - defines the activity that is needed to create the desired value proposition and differentiation and consequently desired financial outcomes. The fourth perspective, the perspective of learning and development reveals capabilities and conditions which are necessary to conduct internal business processes. This refers to the organizational infrastructure, skills, abilities and knowledge of employees, technology used by them, and the climate in which they work. Perspectives of Balanced Scorecard Classic Balanced Scorecard consists of four perspectives through which we observe the strategies: financial perspective, customer perspective, internal process perspective and the perspective of learning and development. The financial perspective is about how to appear before the shareholders, clients and prospects, how to perform in front of customers if we want financial success. Internal business perspective answers the question which venture should we go beyond in order to satisfy shareholders and customers. The prospect of learning and development shows how much are we willing to change and improve if we are to achieve our vision. Practice has shown that the Balanced Scorecard can be used for different purposes, and can be greatly modified. The architecture of the Balanced Scorecard has four perspectives which are not necessarily supported, but the logic of strategic mapping must be maintained. Balanced Scorecard implements the vision and strategy of the tasks and measures across a balanced combination of perspectives and viewpoints. Balanced Scorecard includes 5 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo measures of desirable achievements and processes which will encourage that kind of achievements in the future. Financial perspective Creating value for the owners is the outcome that any strategy of the company should achieve. The financial perspective is essentially the most important aspect of business, because achieving profit is the goal of each company. The other three perspectives are the only support weapon that is used to achieve the main goal. The criterion of financial performances is shown by the contributions or the company's strategy and its implementation to the greater financial profit. The financial perspective shows us how we dispose of the money invested in the company.Financial performance indicators are related to profits and operations incomes. Balanced Scorecard should tell the story of the strategy, starting with long-term financial objectives, and then connecting them with a series of activities to be undertaken in respect of financial processes, customers, internal processes, as well as staff and systems to achieve long-term economic benefits. For most organizations financial topics such as increasing revenue, improving productivity and cost images, improved use of assets and risk reduction may be associated with all perspectives of the Balanced Scorecard. Financial objectives and measures must play a dual role: they should define the expected financial performance and strategy should serve as the ultimate goal for the tasks and standards of all other perspectives. The goals and measures in this perspective tell us that the implementation of our strategy leads to improved financial results. Perspective of customer When choosing measures for customer perspective in the Balanced Scorecard, organizations must answer three key questions: ‘Who are our target customers?’, ‘What is our added value for them when they provide services?’ and ‘What our clients expect and demand from us?’. In the customer perspective, managers identify the customer and market segments for which the business unit is about to fight. Key measures of the achievement include: customer’s satisfaction, customer’s retention, new customer’s acquisition, customer’s profitability and market share of the budget and target segments. Key drivers of client achievements, which are linked each to their own segment, present facts that are critical to customers in the decision whether to change the supplier or remain loyal to him. The customer perspective allows the managers of the business unit to articulate the customer’s and market’s strategy that will lead to future financial returns. Eg. clients can appreciate the short intervals of production and timely delivery, innovative products and services, can appreciate a supplier that is able to anticipate their emerging needs and being able to develop new products and methods of access that correspond to these needs. In order for the finance indicators to be successful, it is important that product or service is well received by the client. By analyzing the indicators, we can conclude that the quality is the strategic objective on the market. Besides quality, many things have an essential role in influencing customers such as delivery time, meeting deadlines or product prices. Good 6 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo knowledge of the customer perspective and skills to recognize market needs allow managers to properly choose a strategy that will bring good financial results. Perspective of internal business process The internal process perspective of the Balanced Scorecard identifies the key processes in which the company must be excellent in order to continue to add value for customers and for shareholders. Each of the disciplines for clients will withdraw with itself the effective functioning of specific internal processes in order to serve customers and meet the additional value for them. The task is to identify these processes and develop the best possible goals andmeasures that track progress. This perspective can include product development, production, delivery and after sales service. Indicators of internal business processes are focused on internal processes, whose effect has the greatest impact on customer’s satisfaction and achievement of the financial goals. This perspective answers the question of how to place the individual business processes, as we point to those responsible for that part and what kind of improvements in this direction should be undertaken (improving service or performance). Through this perspective managers identify the key internal processes in which the organization must be excellent. The perspective of learning and development of employees The goals and measures in this perspective are the drivers of the other three perspectives. They are the basis on which the Balanced Scorecard is constructed. In this perspective there is a place for the skills of employees, their satisfaction, availability of information and coordination, together with the specific drivers of these original criteria, such as detailed, specific indices of specific skills needed for the new competitive environment. Measures that are determined in this perspective run all the other criteria. The prospect of learning and development recognizes the infrastructure which the organization must build in order to create conditions for long-term growth and improvement. Such skills and attitudes must be continuously developed, strengthened and reinforced,. Each employee must be motivated and focused on the goals and objectives of the organization. In the modern organization the balance of power has changed due to the importance that a well-trained worker and people with knowledge (knowledge worker Eng.) have for the organization. Knowledge workers consider their professional development and advancement and personal enrichment (financial and any other kind) more important than loyalty to the company. Poor efficiency of selected employee impairs the development and preservation of human capital. Cascading of the Balanced Scorecard overcomes the obstacles with people Cascading of the Balanced Scorecard means its implementation at all levels of the organization, as well as providing opportunities for all employees to demonstrate how their activities contribute to the strategy of the company. 5 Cascading creates a line of employees at the facility all up to the level of board members. Instead of incentives and rewards associated with achieving short-term financial goals, managers now have the opportunity to directly link the rewards of their team or business unit, with areas that have an impact. 5 Niven P.R., Balanced Scorecard – Korak po korak, 2007, str. 42 7 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo All employees can be involved in the process of Balanced Scorecard. For the cascading process to proceed successfully, each company must understand the operational and strategic importance of goals and measures that appear on the scorecard of the highest level. Strategic map Strategic map are communication tool used to tell a story of how value is created for the organization. They show a logical, step-by-step connection between strategic objectives (shown as ovals on the map) in the form of a cause-and-effect chain. A properly designed Balanced Scorecard should describe the objectives of the strategy that are on the strategic map and the measures that were chosen for them. The strategic map is a clear graphical representation of what we do well in each of the perspectives in order to implement the strategy. If there is any problem in achieving a goal, strategy map will indicate it and so act as a warning system for the organization's strategy. The first question that must be taken into account when making strategic map is whether the four perspectives are correct for the organization. Perspectives selection at the end should be based on what it takes to tell the story of your strategy and create competitive advantage for your organization. The strategic map answers the question: ‘What should we do well in order to implement the strategy?’ Conclusion Studies have shown that the Balanced Scorecard, compared to many other methods, is aimed at the immediate results of the user, and in addition, is easily linked to other tools for measuring performance that are used in enterprises. Balanced Scorecard provides strong and clear arguments in favor of the importance of intangible assets, enabling organizations to fully exploit their potential. This method is extensively used in the business sector, governmental and nongovernmental organizations around the world, to synchronize operations with the vision and strategy of the company, to improve internal and external communication and monitoring of organizational performance in relation to its strategic goals. Effective implementation of the Balanced Scorecard helps an organization in many ways, bringing with its application:  Increased focus on strategy and results instead of tasks;  Improved communication among business units;  Understanding and responding to customer’s needs;  Improvement of organizational efficiency by measuring what matters;  Helps leaders to make better decisions based on leading indicators, not based on outdate financial data ;  Indicates leaders and staff to priority work tasks from day to day. Creation of a strategy map is also very important, one might say, critical, selection of key stakeholders that contribute to the success of organizations, which need to include a map. The strategic map is a display of what must be done well in each of the prospects for its effective implementation. 8 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo References Dess G., Lumpkin G.T., Eisner A., (2007), Strаtegijski menаdžment, Dаtа stаtus, Beogrаd Kаplаn R., Norton D., (2010), Urаvnoteženа tаblicа rezultаtа, Mаte, Zаgreb Kaplan R., Norton D., (1996), "The Balanced Scorecard – Translating strategy action", Boston into Kaplan R., Norton D., (2001), The Strategy Focused Organization, Harvard Business School Press, Boston Niven P., (2003), Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies, John Wiley & Sons, Hoboken, NJ Niven P., (2007), BаlаncedScorecаrd - Korаk po korаk, Mаsmediа, Zаgreb www.bаlаncedscorecаrd.org 9 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1657 Title A name given to the resource The importance of Balanced Scorecard in business operations Author Author Đakovac, Maida Abstract A summary of the resource. The aim of this paper is that to explore the role and importance of applying strategic management tools known as Balanced Scorecard in a comprehensive, concise and understandable way. The subject of the research is the elaboratation of the basic assumptions of Balanced Scorecard model in its essential elements and display the possibilities of its application, as well as showing the importance of methodology of Balanced Scorecard to translate company’s strategy into initiatives, measures and effects. With clear indicators and measures it is possible to develope and improve the organization. The tasks and standards observe the results of the organization through four perspectives: finances, customer, internal business processes and learning and development. These four perspectives provide a framework for the Balanced Scorecard. The aim of the implementation of Balanced Scorecard is to significantly improve the business. BSC model combines financial and nonfinancial measures into a single system to provide managers with sufficient and relevant information about the activities they manage. The usage of BSC method should start with a clear idea of its long-term application and with the aim of the process to learn as much as possible about how the organization should work in order to satisfy customers, stakeholders and employees. Balanced Scorecard is extensively used in the business sector, governmental and nongovernmental organizations around the world, to synchronize operations with the vision and strategy of the company, to improve internal and external communication and monitoring of organizational performance in relation to its strategic goals. Benefits of the Balanced Scorecard include increased financial returns, greater coordination of activities with the goals of employees, improved cooperation and continued focus on strategy. Balanced Scorecard is a set of instruments that provides simple and concise overview of the company and provides answers to questions where it is and where it should go. Keywords: Perspectives of BSC, the Strategic Map, Performance Measure, Implementation of BSC. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 978-9958-834-23-3 https://omeka.ibu.edu.ba/files/original/85f697198325b26be8d16225f151016f.pdf 0f85c0a92f2ed19b35fb5267154269ec PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Modeling and Adoption of Social Media Marketing in Small and Medium Firms in North-Eastern Bosnia and Herzegovina Amir Čočid International Burch University, Sarajevo, Bosnia and Herzegovina adriano_amir1990@hotmail.com Teoman Duman International Burch University, Sarajevo, Bosnia and Herzegovina tduman@ibu.edu.ba The purpose of this study is to research whether the market in Bosnia, with the focus on north-eastern Bosnia and Herzegovina region poses enough capacity, and whether social media marketing could be adopted as an efficient way of advertising and promoting goods. It is obvious that Bosnia and Herzegovina is one of the poorest country in Europe, and firms in country believes in traditional marketing. There is small precentage of firms, that is raising by year, that are trying to develop an efficient way of promoting their goods by social networks, and small percentage that are getting in touch with social media marketing for the first time in any possible way. Researcher chooses survey method to be the main research tool. Model which will be used for adoption will be consisted of 5 stages: awareness, interest, evaluation, trial, and adoption (or rejection). Researcher found that brand awareness, website traffic, customer satisfaction, positioning a brand, and youth population, as a variable for research, all play roles in the adoption process of social media. At the end through theoretical framework and results gained, study will help to identify which organization will or can adopt social media marketing as an improved way of their company. Keywords: Bosnia and Herzegovina, Social Media, Adoption, Model, Company 37 � https://omeka.ibu.edu.ba/files/original/33b151becaa5af105f1af8a47b35bb6d.docx 523cafb4d1ee9030840a7d5d92bffb32 https://omeka.ibu.edu.ba/files/original/cea02ee81b36abc90bafa1dd95509d21.pdf d2eacea5f87ae57d40a789d0fd9fa35e PDF Text Text International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Modeling andAdoptionofSocial MediaMarketing in Small andMediumFirms in North-EasternBosniaand Herzegovina AmirČočić InternationalBurchUniversity,Sarajevo,Bosnia and Herzegovina acocic@outlook.com TeomanDuman InternationalBurchUniversity,Sarajevo,Bosnia and Herzegovina tduman@ibu.edu.ba Abstract ThepurposeofthisstudyistoresearchwhetherthemarketinBosnia,withthefocus onnortheasternBosniaandHerzegovinaregionposesenoughcapacity,andwhethersocial mediamarketingcouldbeadoptedasanefficientway ofadvertisingandpromotinggoods.Itis obviousthatBosniaandHerzegovinaisoneofthepoorestcountriesinEurope,andfirmsin country believeintraditionalmarketing.Thereissmallpercentageoffirms that is rising by year, that are trying to develop an efficient way of promoting their goods by social networksand smallpercentagethataregetting intouchwithsocialmediamarketing forthefirsttimeinany possibleway.Researcherchoosessurvey methodtobethemainresearchtool.Modelwhichwill be usedforadoptionwillbe consistedof 5stages:awareness,interest,evaluation,trial,and adoption(orrejection).Researcherfoundthatbrandawareness,website traffic,customer satisfaction, positioning abrand,andyouth population, as avariableforresearch,allplayroles in theadoptionprocessofsocialmedia.Attheendthroughtheoreticalframeworkandresults gained,studywillhelptoidentifywhichorganizationwillorcanadoptsocialmediamarketi ng as an improved wayof their company. Keywords:BosniaandHerzegovina, Social media, Adoption, Model, Company Introduction Have you had a goodconversation lately?What do you remember about it?Who you enjoy having conversation with? Conversationsrequire people, andthe purposeof socialmediaistoempower andenable conversationsdigitally(ChrisBrogan,2010). Considering therecentrecession,firmstriedto developanewcost-effectivemarketing strategy.Strategywasallaboutsocialmedia,phenomena withremarkableadvantagesinbusinessarea.Socialmedia referstoonlinecommunitiesthatare participatory,conversational,andfluid.Thesecommunities enable members toproduce,publish, control,critique,rank,andinteractwithonlinecontent(Tracy L.Tuten,2008).Socialmedia marketing offers the onelargestchanceforentrepreneurs, smallbusinesses,mediumcompanies, andlargecorporationstobuildtheir 1 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo brandsandtheirbusinesses.The “social” in“Social Web” impliesmore thantechnology,more thanthenetworkswhere peoplepostphotosandreview books: It‟s less about the “what” and more about “how, why, and among whom” that distinguishesthe SocialWebfromearlier,transactionalonlinetechnologies(DaveEvans&Jake McKee, 2010) Duetoitsparticularly costreducingaffects,it‟sconsideredthatithasbecomethemostpreferred marketingdriveramongbusinessenvironmentundereconomic turmoil.For thisreason,firms havepreferredtoemploysocialmediaasthebestway toreachtheircustomersaftertheglobal recession,astherecenteconomiccrisis.Researchesabouttheissuealsoshowthatbothsmall andbigfirmshaveallocatedmoreresourcestosocialmedia(A.KazımKirtiş,FilizKarahan, 2011). PandemicofthesocialmediaandnetworksbasedonWeb2.0didn‟tmisstheWestern Balkans, orthecountriesintransition,primarilyBosniaandHerzegovina,which,considering the population,canboastthatevery thirdinhabitantisregisteredontheplanetary popularFacebook. YouTube,MySpace,Twitter,Hi5andothersocialnetworks(media)alsohave their supporters, anditisnotunusualthatone person hasmore profiles(accounts)onseveralsocialmediaatthe same time(Sejn Husejnefendic, MirzaMehmedovic, 2011). Atthebeginning ofthisstudy,relevantliteraturesincludingarticles,booksandinternetwere reviewed.Basedonthatliterature review,researcherdevelopedamodeloffive stagesincluding awareness,interest,evaluation,trialandadoption(orrejection). Thosestageswillbetested throughresultsfromsurvey.Survey isconsistedofthreeparts:identificationofthesocialmedia use innortheastern BiH,perceptionsof the employeesonthe effectofsocialmedia andthe demographicspart.Itisconsistedof18questions.Parttwoconsistfrom5 questionsthatinclude variableschosenintheresearchfor finaloutcome andpossibleadoptionof socialmedia.Those variables are already mentioned in abstract section, brand awareness, brand positioning, customer satisfaction,and websitetrafficandyouthpopulationeffect.Finally, dataanalysiswill beprovided based on researchframework,thenfindings andconclusions at the end. Literature Review Ultimately, everything social media enables is a new form ofword ofmouth. And word of mouth trumpsmostotherformsofcommunicationininfluenceonmany purchasedecisionsand opinions.Forbrands,socialmediaisanimperativeway toembrace,inanyway they can,the power of word ofmouth(JohnH. Bell,2009).Amajor dilemma inthe use of socialmediais where t o positionitintheorganization.Doesitbelongtomarketing?Customerservice?Oris thisastrategicissue?Mostmodelsforimplementationofsocialmediaarestep by stepmodels. Forresterresearchhasdevelopedmethodtocarefully setupsocialmediainanorganization. Forrester(POST)modelisfour-stepapproachtothesocialstrategywhichrepresentspeople, objectives,strategyandtechnology.It'stimetostopdoingsocialbecauseit'scool.It'stimeto start doing it because it's effective (Josh Bernoff, 2007). How canorganizationsdevelopeffective,ratherthanjust„shiny‟,socialmediaideas?Inresponsetothe demandsofplanning and evaluating social media campaigns Leo Ryan developed a framework for managing this. KUDOSistheacronymthatrepresentsknowledgeable,useful,desirable,open,and sharable. LonSafkoandDavidBrake(2009)describethe(ACCESS)modelintheirbookTheSocial MediaBible–tactics,strategiesandtoolsforbusinesssuccess.The modelcanbedescribedasa guidelineforsetting upandimplementingaSocialMediaStrategy.ThemnemonicACCESS 2 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo standsforAudience,Concept,Competition,Execution,SocialMediaand SalesViability.OASIS framework isalsoone more interesting,whichstandsfor defineyourobjectives,knowyour audience,developastrategy,plan the implementationandthinkaboutsustainment(Patrick Mason,2008). Indiscussionsaboutnewmedia, you willoftenhear thedivisionofmedia opportunitiesasPaid, Owned,andEarnedmedia (P.O.E.M.).Brian Solis(2011)studiedthe various categorizationofmediafromafew perspectives,1)thatof traditionalcontentcreation, owners, budgets,andmetrics,2) how socialnetworks cater toconsumptionandsharing,3) how progressivebusinessesareapproaching contentstrategiesinsocialmediaandhowthey're rethinking departments,intentions,metricsandbudgets,and4)alsohowmediaopportunitiesare packagedandsoldby eachnetworkandwho'sbuyingthemandwhy.Hefoundthatmediaisnot limitedintothreegroups,butinstedcategorizedintofivekey segments:Paid,Promoted,Owned, Shared and Earned. Forthisstudy,the frameworkforexploring firm‟sacceptanceofthesocialmediaistheAdoption Process.Itisoftenassumedthattheconsumerorinthiscasefirmororganizationmoves through fivestagesinarriving atadecisiontopurchaseorrejectaproposal. Thosefivestagesare awareness,interest,evaluation,trialandadoption(or rejection). Researcherreviewedall frameworksandbenefitfromthem.Yet,heused5differentvariableswhichcouldpossiblygive a finalstepanswerfornortheasternfirm‟susageofsocialmedia marketing.Variables are respectively BrandAwareness,BrandPositioning,CustomerSatisfaction,WebsiteTrafficand Youth Population. Research Method Researcherwillusesurveymethodtoexploreadoptionofsocialmediamarketing innortheastern BosniaandHerzegovina.Survey methodischosenbecauseofnovelty ofsocialmediamarketing infirms,inBosniaandHerzegovina.Purposeofthestudy istogetsomeinsightsaboutusageof socialmedia infirms,andtofind outemployeesbasic perceptionsaboutuse of socialmedia in this specificregion. Surveyisconsistedofthreeparts,1)identificationofthesocialmediauseinnortheasternBiH, 2) perceptions of the employees on the effect of social media (brand awareness, brand positioning,customer satisfaction,website trafficandyouthpopulation),3) demographicsand company specificquestions.Survey has18questions,10ofthemareopen-endedquestions,3of themare multiplechoicequestions,and5of themareclosedquestions,formeduponLikertscale withendpoints1-strongly disagreeto5-stronglyagree.Survey isdistributedpersonally by the researcher,totheemployeesoftheseveralfirmsinthenortheasternBiHregion.Survey is anonymous. Sample collected are206 correct answered surveys. Afterdataiscollected,itisenteredintotheSPSS(softwarepackageusedfor and analyzed. statisticalanalysis) GeneralFindings Thissectionwill provide statisticaloverviewinthetermsofusage ofsocialmedia,type of benefitsfromsocialmedia, perceptionsof theemployeesonthe socialmedia usage andthe demographicspartinpercentage.Thesurvey participantsatthebeginningareaskedtwological 3 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo questions,whethertheirfirmusesocialmedia,andwhethertheypersonally usesocialmedia. Fromthesample of 206employeesfromdifferentfirmsacrossnortheasternregionof Bosnia and Herzegovina, when they are asked: “Does your firm use social media?”, 64.1% of the participantsansweredpositiveand35.9%answerednegative.Andwhenthey areasked:“Doyou personally usesocialmedia?”,74.8%answeredpositivelyandjust25.2answeredwithnegative outcome. Whenthoseparticipantswithpositiveansweronthequestionwhethertheirfirmusesocial media,neededtoansweronthetwomorequestions:“Howlongdoesyourcompany usesocial media?”,45.5% answeredthattheirfirmusingsocialmediaforoneorlessthanoneyear.49.2% answeredthattheirfirmusing socialmediaabouttwoyears,andjust5.3%answeredthattheir firmusing socialmedia foraboutthreeyears. Secondquestionwas:“Approximately,howmuch hours doesemployeesspend usingsocialmediain oneweek?”, andthe participantsanswered by following ratio,36.4%answeredtheiremployeesusing05hourssocialmedia,49.2%answered theiremployeesusing 510hours,and14.4%answeredfor10-20hoursusageofsocialmediafor their employees. Oneofthemostimportantquestionofthesurvey forthoseemployeeswhosefirmusing social media was:“Didyourfirmhadbenefitsfromsocialmedia”,andtheratiowas,27.3%answered thattheir firmhadsignificantbenefitfromsocialmedia,67.4% answeredtheir firmhadbenefit andonly 5,3%answeredtheirfirmdidnothavebenefitfromsocialmedia.Resultsshowsthat employeesagreefirmscouldhavefurther benefit,butthey arequiteunsureaboutsignificant improvement in marketingbyhelp of social media. Goaloftheparttwoofthesurvey wastoidentify employee‟sperceptionsabout5variables mentionedbefore intheresearchmethodsection.“Usingsocialmedia throughsocialnetworks hassignificantly improvedbrandawareness”,60.7%participantsansweredtheyagreewiththe statement,14.6%answeredbystronglyagree,19.9%wasnotsureaboutitandonly4.9% disagreewiththestatement.“Useofsocialmediagivesanadvantageinpositioning brandon market over thecompetitors”, 27.2%participantsstronglyagree, 47.6% agreewith thestatement, 20.9%wasunsure,andonly 4.4%participantsdisagreewiththestatement.“Useofsocialmedia allowsfirmtolistencustomersmorefrequently”,49.0%participantsagreewiththestatement, just 3.9% have answered stronglyagree, 37.9% are unsure about the statement, and 9.2% participantsdisagree withthestatement.“Usingsocialmedia throughsocialnetworks,blogs, youtubeandother socialnetworksincreaseswebsite traffic”,47.6% participants agreewiththe statement,andjust4.4%oftheemployeesstrongly agreed,34.5%wasunsure,13,1%ofthe participantsdisagreeand0.5%didanswerasstrongly disagree.“Youthpopulationusingsocial mediathroughsocialnetworkscouldfreely talkabouttheirideas,withusingtheirpureyouth creativity andinthatway helpfirminachievingandapproachingnewideas”,50%ofthe participantsdidagreeaboutthestatement,just3.4%participantsstrongly agree,29.1%ofthe participantswere unsure aboutthe statement,and16.5% didanswerwithdisagree onthe statement, 1%of theparticipants answered stronglydisagree. Whenwetakeasummary fromparttwoofsurvey,ingeneralemployeesagreethatsocialmedia improve brandawarenessandbrandpositioningoverthecompetitors,butwhenitcomesto customersatisfaction,websitetrafficandyouthpopulationeffect,specificin-surveyquestion, employeeshavedifferentopinions. About50%agreeorstrongly agreeithasbenefitsonthese 4 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo threevariables,butagainthereislotofemployeesthatare social mediabased on thosethreevariables. notsureaboutefficientbenefitfrom Part threegives us demographicsandcompanyspecificquestions. 61.7% of theparticipants were male and38.3%were female employees.Whenitcomestoagestructure,themostcommon age groupwas26-33with32.5% of the employees,then 34-40with28.2%,then4150with14.6%, andthenrespectively50+with12.6%andyoungestagegroupoftheemployees1825had12.1%. Education part provide following results,Employeeswiththefinished High Schoolwas themostcommontoanswersurvey with56.3%,thenCollegegroupwith40.3%,andthen respectively Phd with 1.5%, Master and Elementary with 1% of the participants. Type of businesssectionhadfollowing results,themostsurveyedemployeesworkatthewholesalersor retailerswith38.3%,thenby thedescendingpercentagegoestourism15.5%,“Other”than6 businessofferedinthesurvey with17.0%,construction12.1%,catering8.3%,agriculture4.9% andhealthandsocialwork 3.9%.Andthelastquestionwasannualturnover of thefirm;results are following, 500.0001.000.000KM 38.3%, 100.000-500.000KM 34.5%, 13.1% 3.000.000+KM, 1.000.0003.000.000KM 12.1%and 0-100.000KM with 1.9%. Intheconclusionpartresearcherwillusetheresultsfromsurvey process. totestthe5stagesofadoption Conclusions The purpose of this studywas to identifyuse of social media and the perceptions of the employeesinthe firms of northeasternBiH regionon the effectof socialmedia. However, the sampleofthesurveyedemployeesisrathersmalltorepresenthugefactorinadoptionprocess, but it will provide someuseful insights forfurtherresearch. Depending ontheresultsfromsurvey,64.1%ofthefirmusessocialmediainonewayoranother andthe74.8%oftheemployeespersonallyusessocialmedia,whichrepresentsevery third participants use social media. First stageofadoption process,awareness represents whether firms are awareofthesocialmediaeffectonthemodernworld.Our resultsshowsthatfirmsare using socialmediaabout49.2%for10-20hoursaweekand36.4%for0-5hoursaweek.Adding to that,employeesperceivedsocialmediawhichrepresentshuge factorinidentifyingbrand awareness.Accordingtothoseresults,firsstageawarenessisobviously representedinthefirms of this certain region. Intereststageaccordingtotheresultsfromsurvey isincreasingandbecomingmoreadopted. Resultsshowthatthreeyearsagoonly 5.3%ofthefirmsusedsocialmedia,andthenextyear additional49.2% ofthefirmsstarted usingsocialmedia.Inthe lastyear,another45.5%added social mediato their firms as awayof marketing. Awarenessandintereststageprovideplatformforevaluationstagewhichcouldimmediately takeustotheendoftheprocess byrejection,dependingontheresults.Inthisstudy thatwasnot the case.Evaluationstage ismorecomplexthatthe firsttwodescribed.Whenparticipantsof the survey wereaskedwhethertheirfirmsbenefitfromsocialmedia,theanswerwasvery positive, and27.3%hadopinionthattheircompany benefitsignificantly,andother67.4%answeredtheir firmdidhavebenefit.Accordingtothoseresultsevaluationstageispositively relatedtothe 5 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo adoption process. Whenitcomestotrialstage,onceagainitneedstobeevaluatedbeforethefinalstageof adoption.According tothefindingsfromsurvey,mostofthefirmsaregettinginthetouchwith thesocialmediainthelasttwoyears.Sotheyareyettofullyadoptit.Wecanapprovethose 84.7%firmssurveyed,whichstartedusing socialmediathroughlasttwoyears,asatrialstageall long.Whenparticipantsareasked:“forwhatpurposesdoesyourfirmusessocialmedia”,the mostoftheanswerswereforpromoting firm.Thenthoughtsarecombinedincustomercare, networkingandcreatingcompany namebutinmuchlessratiothanisanswerforpromotingthe firm.Severalfirmsansweredtheirpurposesforuseofsocialmediaisemploying theworkers. Summingupthefindings,firmsthathavesignificantbenefitfromsocialmediaaccording toall variablescontainedinthesurvey couldadoptsocialmediamarketingasanimprovedway of marketing. Employeesarevery satisfiedwiththebenefitsocialmediaapprovedtotheirfirms,atleastthose whichfirmsareusingsocialmedia.Whenthey areasked:“inwhichway firmhadthemost benefit”,employeeswerevery commonaboutonething,customersarecommunicatingwiththe firmmorefrequentlyandeasier.They werealsopositiveaboutreducingthecost,andimproving overallproductivitywith minimumrequirements. Tosumup,employeesarevery contentwiththesocialmedia effectontheirfirms.According to the findingsonthe brandawarenessandbrandpositioning,mostof the employeesagree social mediahaspositiveeffectonthosevariables.Findingsoncustomersatisfaction,websitetraffic andyouthpopulationeffectare lesspositive,butyetenoughpositive,toapproveadoptionofthe social mediamarketingto the firms. Allstagesarepositivelyrelatedtotheuseofsocialmediamarketing,butyetbecauseofnovelty ofthestudy inthisregion,thesefindingsprovideusefulinsightsforfutureresearch.Model presentedinthestudywillbefurtherdevelopedandimprovedinthefuturestudywhichwill applymorethan oneresearch techniques for moreimportant results. References Brogan,C.(2010).Aboveallelse–People.TacticsandTipstoDevelopYourBusinessOnline,1, 12. Tuten, T.L.(2008). Socialcentricityand theEmergenceof Marketing.SocialMedia Marketing in aWeb 2.0World, 2,20-21. Social-Media Evans, D. &McKee, J. (2010), TheNew Role: SocialInteractions. SocialMedia Marketing,2,30-31. Kirtiş, A.K. &Karahan,F.K. (2011).To beornottobein Social Media Arena as theMost CostEfficient MarketingStrategyafter the Global Rrecession. Procedia Socialand Behavioral Sciences 24, 260–268. 6 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Husejnefendic, Š. H. & Mehmedovic, M.M. (2011). Social Media and MarketingApplication in South-Eastern Bosniaand Herzegovina RegionThePractical Useof Social MediabyNew- portals in South-EasternBosnia and HerzegovinaRegion. Acta Universitatis Sapientiae, Social Analysis, 1, 2, 177– 193. Bell, J.H. (2009). Time for Brands to Adopt aComprehensive Social MediaStrategy. OgilvyPublicRelationsWorldwide, 3-16. Bernoff, J.B. (2007). The POST Method: A systematic approach to socialstrategy.Groundswell: Winning in aWorld Transformed bySocial Technologies. Safko,L.S.&Brake, D.B. (2009).ACCESSModel.TheSocialMedia Bible – tactics, strategies and tools forbusiness success. Mason, P. (2008, May22). Social Marketing– AnEngagement Framework.Socialmedia404. Retrieved April23, 2013, fromhttp://www.socialmedia404. com/?p=100. Solis, B. (2011).Looking Beyond Paid, Earned, Owned Media: TheBrandsphere Infographic. BrianSolis. Retrieved April23, 2013, fromhttp://www.briansolis.com/2011/08/new- inforgraphic-the-brandsphere-bybrian-solis-and-jess3/. AppendixA – Survey Questions Perceptions ofthe Employees onthe Social Media Effect in the FirminNortheasternBiH FirstPart: 1. Does yourfirmusesocialmedia? -Yes -No 2. Do you personally usesocialmedia? -Yes -No 3. Which types ofsocialmedia does yourfirmuse? -Facebook -Twitter -Linkedin -Youtube -Skype -Google+ Other 4. Howlong does your company usesocialmedia?(numbersrepresents years) -1 2 3 4 5+ 5. Approximately, howmuch hours does employees spend using socialmedia? 0-5 5-10 10-20 20-30 30+ 6. Forwhat purposes does yourfirmuses socialmedia? -Promotingfirm -Creatingfirm name -Networking 7 -Employment -Customer care �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo -Other 7. Didyourfirmhavebenefits fromsocialmedia? -It had significant benefit -It had benefit -Didn‟t havebenefit -It hadnegative effect 8. Inwhat way didfirmhadthe mostbenefits? -Customers easilycommunicate with the firm -Improved overallproductivity -Reducedcosts -Increasewebsitetraffic -Improved reputation ofthe firm SecondPart 9. Using socialmedia throughsocial networkshassignificantly improvedbrand awareness ofthe firm -Stronglydisagree -Disagree -Not sure -Agree -Stronglyagree 10. Useofsocialmedia gives anadvantagein positioning brandonthe markeroverthe competitors -Stronglydisagree -Disagree -Not sure -Agree -Stronglyagree 11. Useofsocialmedia allowsfirms to listencustomersmorefrequently -Stronglydisagree -Disagree -Not sure -Agree -Stronglyagree 12. Using socialmedia throughsocial networks,blogs, youtubeincreases websitetraffic -Stronglydisagree -Disagree -Not sure -Agree -Stronglyagree 13. Youth population usingsocialmedia throughsocial networks, couldfreely talk about their ideas with their pureyouth creativity andinthatway helpfirmin achieving ideas -Stronglydisagree -Disagree -Not sure -Agree -Stronglyagree Third Part 14. Gender -Male -Female 15. Age 18-25 26-33 34-40 41-50 50+ 16. Education -Elementary -High School -College -Master -Phd 17. TypeofBusiness -Wholesalers and retailers -Construction -Agriculture -Catering -Tourism - Heal and social work -Other 18. Annual turnoverofthefirm 0-100.000KM 100.000-500.000KM 3.000.000+KM 500.000-1.000.000KM 1.000.000-3.000.000KM 8 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1484 Title A name given to the resource Modeling and Adoption of Social Media Marketing in Small and Medium Firms in North-Eastern Bosnia and Herzegovina Author Author ČOČIĆ, Amir DUMAN, Teoman Abstract A summary of the resource. The purpose of this study is to research whether the market in Bosnia, with the focus on north-eastern Bosnia and Herzegovina region poses enough capacity, and whether social media marketing could be adopted as an efficient way of advertising and promoting goods. It is obvious that Bosnia and Herzegovina is one of the poorest country in Europe, and firms in country believes in traditional marketing. There is small precentage of firms, that is raising by year, that are trying to develop an efficient way of promoting their goods by social networks, and small percentage that are getting in touch with social media marketing for the first time in any possible way. Researcher chooses survey method to be the main research tool. Model which will be used for adoption will be consisted of 5 stages: awareness, interest, evaluation, trial, and adoption (or rejection). Researcher found that brand awareness, website traffic, customer satisfaction, positioning a brand, and youth population, as a variable for research, all play roles in the adoption process of social media. At the end through theoretical framework and results gained, study will help to identify which organization will or can adopt social media marketing as an improved way of their company. Keywords: Bosnia and Herzegovina, Social Media, Adoption, Model, Company Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 978-9958-834-23-3 https://omeka.ibu.edu.ba/files/original/c3a443dcc8e4030a7ea92a6d8b970c0d.pdf 113455089feb9c0e8212512878605116 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo External Trade Policy of Bosnia and Herzegovina: Effect on Unemployment Tarik Denanovid International Burch University, Sarajevo, Bosnia and Herzegovina tarikcenanovic@yahoo.com Erkan Ilgün International Burch University, Sarajevo, Bosnia and Herzegovina eilgun@ibu.edu.ba This study investigates the impact of external trade of unemployment in B&H from 2007 to 2012 on monthly basis. Data for unemployment and international trade is collected from “Agency for statistics in B&H”. Analyze is done in SPSS, firstly is made calculations in descriptive statistics to show minimum, maximum and average unemployment, export, import and trade deficit. Then it is used regression analysis, in whose model unemployment is dependent variable, while export, import, trade deficit, minimum wages, net salaries, GDP, inflation rate and industrial production growth rate are independent variables. Result showed that export, minimum wages, net salaries, GDP, inflation rate and industrial production growth rate are effecting unemployment. This analysis should help government and CEO to improve export, GDP, inflation, industrial production, salaries and to reduce import and unemployment. Keywords: International Trade, Export, Import, Labor Market, Unemployment, GDP, Wages, Inflation. 264 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1610 Title A name given to the resource External Trade Policy of Bosnia and Herzegovina: Effect on Unemployment Author Author ĆENANOVIĆ, Tarik ILGUN, Erkan Abstract A summary of the resource. This study investigates the impact of external trade of unemployment in B&H from 2007 to 2012 on monthly basis. Data for unemployment and international trade is collected from “Agency for statistics in B&H”. Analyze is done in SPSS, firstly is made calculations in descriptive statistics to show minimum, maximum and average unemployment, export, import and trade deficit. Then it is used regression analysis, in whose model unemployment is dependent variable, while export, import, trade deficit, minimum wages, net salaries, GDP, inflation rate and industrial production growth rate are independent variables. Result showed that export, minimum wages, net salaries, GDP, inflation rate and industrial production growth rate are effecting unemployment. This analysis should help government and CEO to improve export, GDP, inflation, industrial production, salaries and to reduce import and unemployment. Keywords: International Trade, Export, Import, Labor Market, Unemployment, GDP, Wages, Inflation. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 https://omeka.ibu.edu.ba/files/original/3b252fb6491a975c8e44e1fd667cbf41.pdf fa9f31ec7a55c8793161e661f96235da PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Impact of Using IFRS on Creating Successful Corporate Governance in Bosnia and Herzegovina Elif Öztürk International Burch University, Sarajevo, Bosnia and Herzegovina eozturk@ibu.edu.ba This study includes overview of implementation of international financial reporting standards in Bosnia and Herzegovina (BIH). The main purpose of the study is to state the importance of using IFRS in terms of successful corporate governance. Also it is aimed to contribute the literature with explanations of the general situation of IFRS in Bosnia. To analyze the effect of using this recent financial reporting system on decision making process of managers who are responsible to create efficient level of corporate governance is also one of the purposes. Also this study provides policy makers with valuable information by showing them the real situation and perception of companies regarding the IFRS and effect of using IFRS on corporate governance. This study provides researchers to look at the corporate governance from a different perspective in terms of decision making. Type of the research is survey study. Population includes the all companies in Federation of Bosnia and Herzegovina from each sector, but the sample includes companies from Sarajevo. Findings show that there is positive relation between level of using this recent financial reporting system (IFRS) and having strong and successful corporate governance. Keywords: Importance of Using IFRS, Decision Making, Perception of Companies, Corporate Governance. 91 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1533 Title A name given to the resource Impact of Using IFRS on Creating Successful Corporate Governance in Bosnia and Herzegovina Author Author ÖZTÜRK, Elif Abstract A summary of the resource. This study includes overview of implementation of international financial reporting standards in Bosnia and Herzegovina (BIH). The main purpose of the study is to state the importance of using IFRS in terms of successful corporate governance. Also it is aimed to contribute the literature with explanations of the general situation of IFRS in Bosnia. To analyze the effect of using this recent financial reporting system on decision making process of managers who are responsible to create efficient level of corporate governance is also one of the purposes. Also this study provides policy makers with valuable information by showing them the real situation and perception of companies regarding the IFRS and effect of using IFRS on corporate governance. This study provides researchers to look at the corporate governance from a different perspective in terms of decision making. Type of the research is survey study. Population includes the all companies in Federation of Bosnia and Herzegovina from each sector, but the sample includes companies from Sarajevo. Findings show that there is positive relation between level of using this recent financial reporting system (IFRS) and having strong and successful corporate governance. Keywords: Importance of Using IFRS, Decision Making, Perception of Companies, Corporate Governance. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 https://omeka.ibu.edu.ba/files/original/25c5778edad5ab01bad0e386ea030452.pdf 085a12575ad605ebfbc8046db7716ee2 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Naive Versus Efficient Diversification Azra Zaimovid University of Sarajevo, Sarajevo, Bosnia and Herzegovina azra.zaimovic@efsa.unsa.ba Almira Arnaut-Berilo University of Sarajevo, Sarajevo, Bosnia and Herzegovina almira.arnaut@efsa.unsa.ba This study investigates the performance of the naive 1/N portfolios relative to the mean-variance efficient portfolios and index replicating portfolios. We use the Sharpe ratio to measure the portfolio efficiency applied on sample and out-of sample portfolios from two capital markets, one developed (German) and one underdeveloped (Bosnian) in the pre- and post-crisis periods. We answer the question whether the active portfolio strategies are also more efficient. Our research heavy rely on the research from DeMiguel, Garlappi and Uppal (2009), who found that naive 1/N diversification outperform other optimizing portfolio models in the US stock market. Methods of determining efficient portfolios are mathematical and statistical problems, solved by applying convex, square or linear programming. According to the chosen methodology we applied our own software to solve optimization problems. We use Monte Carlo simulation to generate returns data in order to examine the persistence of the outperforming strategy in different periods. Keywords: Risk, Naive Diversification, Efficient Diversification. JEL Classification: G11 52 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1497 Title A name given to the resource Naive Versus Efficient Diversification Author Author ZAIMOVIC, Azra ARNAUT-BERILO, Almira Abstract A summary of the resource. This study investigates the performance of the naive 1/N portfolios relative to the mean-variance efficient portfolios and index replicating portfolios. We use the Sharpe ratio to measure the portfolio efficiency applied on sample and out-of sample portfolios from two capital markets, one developed (German) and one underdeveloped (Bosnian) in the pre- and post-crisis periods. We answer the question whether the active portfolio strategies are also more efficient. Our research heavy rely on the research from DeMiguel, Garlappi and Uppal (2009), who found that naive 1/N diversification outperform other optimizing portfolio models in the US stock market. Methods of determining efficient portfolios are mathematical and statistical problems, solved by applying convex, square or linear programming. According to the chosen methodology we applied our own software to solve optimization problems. We use Monte Carlo simulation to generate returns data in order to examine the persistence of the outperforming strategy in different periods. Keywords: Risk, Naive Diversification, Efficient Diversification. JEL Classification: G11 Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 https://omeka.ibu.edu.ba/files/original/83faa887a1fcd44782a8b27c76ce1878.pdf 8f10ea6a216a75bbedf16b577303b0e8 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo Analyzing the Relationship between the Competencies and Wage Level: A Case Study in a Telecom Company Halil Zaim Fatih University, İstanbul, Turkey halilzaim@fatih.edu.tr Competency can be defined as the observable behavior including knowledge, talent and attitudes critical to reach the desired performance. Hence, competencies are behaviors the employees must meet and present in order to make a business enterprise successful. The main objective of this study is to analyze the relationship between competencies and wage level. We hypothesized that there is a positive, linear correlation between the competencies and wage level. In order to test this hypothesis we have collected data from one a Telecom Company. The research findings revealed that competencies significantly and positively affect level of wages. Keywords: Competency, Wage, Human Resource Management. 143 � https://omeka.ibu.edu.ba/files/original/eaa29d4e0ef5b8629a80b414ff6accd8.docx 9d7e26a1ca8b2e86282d82131816b21d https://omeka.ibu.edu.ba/files/original/87f7c5f5df40181da22628e7c5164075.pdf 04f7d8f016171d4a2692d577098e5aae PDF Text Text International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Analyzing the Relationship between the Competencies and Wage Level: A Case Study in a Telecom Company Halil Zaim Fatih University, İstanbul, Turkey halilzaim@fatih.edu.tr Derya Mercan Fatih University, İstanbul, Turkey dmercan@fatih.edu.tr Abstract Competency can be defined as the observable behavior including knowledge, talent and attitudes critical to reach the desired performance. Hence, competencies are behaviors the employees must meet and present in order to make a business enterprise successful. The main objective of this study is to analyze the relationship between competencies and wage level. We hypothesized that there is a positive, linear correlation between the competencies and wage level. In order to test this hypothesis we have collected data from a Telecom Company. The research findings revealed that competencies significantly and positively affect level of wages. Key words: Competencies, Wage Level,Telecom Company Introduction The rise of knowledge economy and socio-economic transformation of the societies have led knowledge to be the fundamental means of wealth and prosperity. From the business perspective, knowledge seems to be a key factor for organizations’ success in the long run. Due to that, leveraging the knowledge resources effectively and efficiently appears to be a vital issue in order to gain the competitive advantage and to ensure the sustainable development for the societies, as well as for the organizations (Drucker, 1993; Davenport and Prusak, 1998; Bozbura, 2007). In the knowledge economies there is a shift from task-based approaches to competencybased approaches. Therefore there the popularity of competency management systems has gained a special concern both from practitioners and academicians (Clardy, 2008). Competency management can contribute to organizations knowledge base and increase the knowledge utilization capability of an organization. Hence, it became an important research object in the more general area of knowledge management and is often integrated with learning management systems (Gold, 2001). Recent studies in this field, clarified that individual competency management is an area of research attracting efforts to leverage personal development, knowledge generation (Abou-Zeid, 2002), development (Bhatt, 2000), sharing (Sveiby, 2001), and utilization (Bender and Fish, 2000), organizational learning, innovation and effectiveness (Malhotra, 2000). In addition to being regarded as a focal point for planning, organizing, integrating and improving all aspects of knowledge 1 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo management and human resource development systems, competency management modeling is also regarded as an approach focused on improving organizational performance (Qiao and Wang, 2009). The main objective of this study is to analyze the relationship between wages and competencies. Our hypothesis was that, there is a positive, linear relationship between the individual competencies and wages. Data collected from an International Telecom company in Turkey. The company has defined seven individual competencies. The results indicated that five of these competencies have directly influence wage levels. Skill and Competency The concept of “competency” is a confusing term and is particularly mixed up with “skill”. However, competency does not merely refer to having certain skills. It also refers to how those skills are applied and how the use of such skills affects performance. Although there are a number of definitions of competency, in one definition it has been described as “a way of looking at jobs and job holder’s performance that relates specifically to the quality and quantity of the action undertaken in the job” (www.csp.org.uk, 2001). In another definition, it has been stated as "demonstrable characteristics of the person, including knowledge, skills, and behaviors, that enable performance”. In other words, it is the set of abilities, behaviors, and attitude needed by an employee to achieve effective job performance. Hence, the competency framework enables employees to be clear about what is expected of them in terms of their behavior and specific job roles Dessler, 2003). In most of the other definitions, the term competency is linked by efficient work and performance (of individuals) as carrying out work to a given standard. However, the details and comparison of different definitions are out of the scope of this study. The most important core of understanding is that competency points out at how skills and knowledge are applied (www.csp.org.uk, 2001). In the literature, a distinction is generally made between skills and competencies. There is no consensus among the scholars on how these concepts should be exactly defined. However, it is agreed upon that both concepts focus on the individual rather than the job itself and both of them have to be demonstrable and measurable. Moreover, the discussions between skill and competency usually center around two different types of skills. These are:  the technical or “domain” skills : those skills and knowledge required to succeed in a particular job  the enabling or “personal” skills : those behaviors and skills that people use to accomplish their work. Skill refers to the technical skills and competency refers to enabling skills. (www.opm.gov, 2004). In this study, the concept of competency or competency based pay systems comprised of both kinds of skills. 2 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Competency and Wage Relationship It has been argued that while deciding the wage levels of the employees’ competencies should be taken into consideration. Hence, one of the most rapidly growing pay innovations in the last two decades is competency -or skill- based pay (Lee, et.al, 1999). The increasing popularity of CBP in the recent years is due to the strong emphasis on streamlining and reengineering business processes and on strategically aligning business with human resource management systems (Burke and NG, 2006). That is why companies are seeking compensation policies that reinforce the organizational change necessary for survival in the rapidly changing and turbulent market conditions. Today, certainly a large number of organizations are using or moving towards CBP systems including governments and other public and private organizations (www.uottawa.ca, 2004). It is also stated that there is convincing evidence of CBP to become a vital component of many companies’ pay systems. The field studies demonstrate that it provides positive benefits to the organizations in most cases. Nevertheless, research describing how it works and under what conditions it is effective is limited (Murray and Gerhart, 2000). The main objective of CBP is to develop an employee with diverse skills in a given operational area. For that reason, CBP system is based on relevant competencies possessed and needed by employees on the job and seeks to provide more flexibility to management with an efficient, knowledgeable and multi-skilled work force. It is assumed that CBP system can positively influence and enhance the human capital which leads to improve the performance and contribution of employees and the value that they provide to the organization (www.doh.dot.state.nc.us, 2004). Case Study The case study is conducted in an international tele-communication company. The company is one of the leading communication and convergence technology group in Turkey, provides integrated telecommunication services. Group companies have a modern network infrastructure covering the whole country and offer a wide variety of services to residential and commercial customers all over Turkey. Competency Model The core competencies are described transferred to the employees as following. The company has defined seven competencies for all employees. Competencies that all personnel are expected to exhibit and that are critical in establishing and supporting the targeted company culture are: 1. Building Trust 2. Team Work 3. Customer Focus (Internal / External) 4. Adaptability 5. Continual Learning and Development 3 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo 6. Decision Making 7. Initiating Action Statistical Analysis of the Relation between Wage and Competencies In order to find a correlation between compensation and competencies we have to find a firm that relates these two items in an integrated human resource system. So the selected company must have; - A grade system depending on job sizes - A compensation system - A competency model When we analyzed the company, we saw that the company has a pay structure based on grade system depending on the job evaluation. However, the company has a competency model that is linked to the grade system. This structure leads us to analyze if there is a relationship between the pay and the competencies of the company. A sample of 205 data is taken for the regression analysis. The data has the information of net wages and the scores of core competencies of employers who have grades above 6. We assume that there is a positive linear relationship between competencies and wages. In order to test these hypotheses a linear model is constituted and a regression analysis is performed using “Ordinary Least Squares Estimates” technique. In the model written below, dependent variable (Y) is wage, independent variables are determined as in orderly trust (X1), teamwork (X2), customer focus (X3), adaptability (X4), continual learning and development (X5), decision making (X6), and initiating action (X7). In addition before performing multiple regression analysis all the assumption of linear regression was tested and no problem occurred. Y = 0+1X1+2X2+3X3+4X4+5X5+6X6+7X7 The next step is assessing the significance of the model using ANOVA (F) Test that shows the combined effects of all the independent variables in the regression model. In order to consider the model to be significant, the general acceptance is that the significance level should be equal or less than %5 ( 0.05). Table 1 ANOVA Test Model 1 Sum of Squares Regression 52646409 Residual 1,52E+08 Total 2,05E+08 df 8 196 204 Mean F Sig. Square 6580801 8,464213 0,00 777485,3 Finally, using “t-test”, partial regression coefficients that explains the effects of independent variables on the dependent variable separately, have to be analyzed. The 4 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo standardized regression weights some of the variables are significant. Accordingly these results indicate that there is a positive linear relationship between trust (X1), teamwork (X2), customer focus (X3), adaptability (X4), and wages. Nonetheless, the analysis show that there is no meaningful relationship between continual learning and development (X5), decision making (X6), initiating action (X7), and wages at 0,05 levels. The regression analysis results indicated that there is a positive linear correlation between trust, teamwork, customer focus, adaptability and decision making with wage levels. However, we could not able to figure out a meaningful relationship between learning and development, initiating action and wages (table 2). Among these competencies, trust was found to be the most important criterion with the value of its scandalized regression weight being 0,363 (p<0.01) followed by adaptability (0,233), and customer focus (0,229). In contrast teamwork and decision making have comparatively less impact on wages with regression weight 0,185. Table 2 Coefficients Model 1 Unstandardized Coefficients B Standardized Coefficients Beta t Sig. B 0,363 4,552 Std. Error 0 trust 486,947 Std. Error 106,985 teamwork 269,705 117,792 0,185 2,29 0,023 Customer focus adaptability 321,788 102,556 0,229 3,138 0,002 337,468 108,598 0,233 3,108 0,002 Learning and development Decision making initiative 170,484 111,089 0,116 1,535 0,12 224,206 126,558 0,148 1,772 0,04 -14,968 117,674 -0,01 -0,127 0,899 Dependent variable: Wage levels Conclusion The telecom company uses competencies in recruitment, training and development, career planning and performance management processes. However, a job based payment system is used within compensation management. But we can say competencies have an indirect effect on compensations of white collars through performance premiums reflected on wages depending on grade and performance criteria. The regression analysis results also show that there is a positive correlation between compensation and competencies. Particularly trust, adaptability, customer focus, teamwork and decision making have positive impacts on wage levels. Nonetheless, we could not find any meaningful relationship between learning abilities, initiative taking and wages. Among the competencies “trust” has the most significant impact on wage levels. It is mainly because trust is one of the most important and comprehensive competencies and considered to be the base for effective communication. Adaptability has also significant 5 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo effects on wage levels. This finding can be explained by the fact that company has been restructuring in the last few years and the organizational culture and structure have changing dramatically. Hence adaptability became a critical competency in this process. Similarly, customer focus is emphasized as a core value in the new organizational culture after this restructuring process. The most important limitation of this study is that the data was collected from one company. Hence, the findings cannot be generalized. Moreover, similar studies should be conducted in different companies to compare the results and findings of this research. For further studies the effects of competencies on individual and organizational performance should also be analyzed. References Abou-Zeid, E.S., (2002). “A knowledge management reference model”, Journal of Knowledge Management, Vol. 6, No. 5, pp. 486-499 Bender S. and Fish A., (2000). “The transfer of knowledge and the retention of expertise : the continuing need for global assignments”, Journal of Knowledge Management, Vol. 4, No. 2, pp. 125-135 Bhatt, G., (2000). “Organizing knowledge in the knowledge development cycle”, Journal of Knowledge Management, Vol. 4, No. 1, pp. 15-26 Bozbura, T., (2007). “Knowledge Management Practices in Turkish SME’s”, Journal of Enterprise Information Management, Vol. 20, No. 2, pp. 209-221 Burke, R., and Ng, E., (2006). “The Changing Nature of work and Organization : Implications for Human Resource Management”, Human Resource Management Review, vol. 16, pp. 86-94 Clardy, A. (2008). “Human Resource Development and the Resource-Based Model of Core Competencies: Methods for Diagnosis and Assessment”, Human Resource Development Review Vol. 7, No. 4, 387-407 Davenport, T. and Prusak L., (1998). Working Knowledge, Harvard Business School, Boston. Dessler, G., (2003).Human Resource Management, New Jersey : Prentice Hall, Pearson Education Inc. Drucker P., (1993). Post-Capitalist Society, Butterworth-Heinemann, Oxford Gold A., (2001). “Knowledge management : An organizational capabilities perspective”, Journal of Management Information Systems, Vol. 18, No. 1, pp. 185-214 Malhotra Y., (2000). “Knowledge Management for E-Business Performance : Advancing Information Strategy to Internet Time”, Information Strategy : The Executive’s Journal, pp.5-16 6 �International Conference on Economic and Social Studies (ICESoS’13), 10-11 May, 2013, Sarajevo Lee, c., Law, K., and Pobko, P., (1999). “The Importance of Justice Perceptions on Pay Effectiveness: A Two-Year Study of a Skill-Based Pay Plan”, Journal of Management, vol. 25, No. 6, 851-873 Murray, B., and Gerhart, B. (2000). “Skill Based Pay and Skill Seeking”, Human Resource Management Review, 3, pp. 271-287 Qiao, J. X., Wang,W., (2009). “Managerial competencies for middle managers: some empirical findings from China”, Journal of European Industrial Training Vol. 33 No. 1, pp. 69-80 Sveiby K. E., (2001). A knowledge based theory of the firm to guide in strategy formulation. Journal of Intellectual Capital, Vol. 2, No. 4, pp. 344-350 www.csp.org.uk, (2001). “Employement relations & Union Services : Competency-based Pay – An Overview”, http://www.opm.gov/demos/skill.pdf, (2004). “Skill-Based & Variable Pay Demonstration Project Development : Reference Guide”. www.uottawa.ca, (2004). Answers”, “Competency-Based Performance Appraisal Questions and www.doh.dot.state.nc.us, (2004). “Overview of the Skill Based Pay Program”, 7 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1507 Title A name given to the resource Analyzing the Relationship between the Competencies and Wage Level: A Case Study in a Telecom Company Author Author ZAIM, Halil Abstract A summary of the resource. Competency can be defined as the observable behavior including knowledge, talent and attitudes critical to reach the desired performance. Hence, competencies are behaviors the employees must meet and present in order to make a business enterprise successful. The main objective of this study is to analyze the relationship between competencies and wage level. We hypothesized that there is a positive, linear correlation between the competencies and wage level. In order to test this hypothesis we have collected data from one a Telecom Company. The research findings revealed that competencies significantly and positively affect level of wages. Keywords: Competency, Wage, Human Resource Management. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 978-9958-834-23-3 https://omeka.ibu.edu.ba/files/original/8fecb2de9e6605befc0acececdae19bc.pdf dc48638442e9b86a867c32bf78e8d2d5 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo The Role of Person-Job Fit and Organizational Commitment on Emotional Labor: Evidence from Turkey Şenay Yürür Yalova University, Yalova, Turkey senyurur@gmail.com Cengiz Mengenci Yalova University, Yalova, Turkey cengiz.mengenci@yalova.edu.tr Ömür Gündüz Topçu Turkish Airlines Company, İstanbul, Turkey Emotional labor has received considerable attention in recent years. Many jobs in service sector require a significant amount of emotional labor. Emotional labor is defined as “the management of feeling to create a publicly observable facial and bodily display” for a wage (Hochschild, 1983: 7). In the literature, it’s stated that there are two emotional labor strategies: surface and deep acting. Surface acting is expressing organizationally required emotions by hiding real feelings. Deep acting involves changing one’s feelings in order to display organizationally required emotions. Generally research showed that deep acting is more likely to be perceived as sincere as surface acting, so, in terms of service quality and positive customers’ reactions, deep acting is more effective than surface acting. Since deep acting is more effortful than surface acting, we may expect that employees who fit better to their jobs and committed their organizations engage in more deep acting when interacting with their customers. In testing this idea, we predict the following hypothesis: H1: Flight attendants who fit better to their jobs engage in more deep acting than do surface acting. H2: Flight attendants who committed to their organizations engage in more deep acting than do surface acting. In the emotional labor literature, as far as we know there is a dearth of empirical evidence regarding this issue. Therefore, the aim of this study is to analyze the relationship between person-job fit, organizational commitment and emotional labor of flight attendants. Data will be collected from Turkish airlines companies’ flight attendants in Turkey. To analysis the hypothesis, correlation and regression analysis will be used. We used Turkish version (Oz, 2007) of the emotional labor scale developed by Brotheridge and Lee (1998). Organizational commitment was measured using the scale developed by Meyer, Allen and Smith (1993). Person-job fit was measured by Brkich, Jeffs and Carless (2002) scale. Keywords: Person Job Fit, Organizational Commitment, Emotional Labor. 254 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1669 Title A name given to the resource The Role of Person-Job Fit and Organizational Commitment on Emotional Labor: Evidence from Turkey Author Author YURUR, Senay MENGENECI, Cengiz GUNDUZ TOPCU, Omur Abstract A summary of the resource. Emotional labor has received considerable attention in recent years. Many jobs in service sector require a significant amount of emotional labor. Emotional labor is defined as “the management of feeling to create a publicly observable facial and bodily display” for a wage (Hochschild, 1983: 7). In the literature, it’s stated that there are two emotional labor strategies: surface and deep acting. Surface acting is expressing organizationally required emotions by hiding real feelings. Deep acting involves changing one’s feelings in order to display organizationally required emotions. Generally research showed that deep acting is more likely to be perceived as sincere as surface acting, so, in terms of service quality and positive customers’ reactions, deep acting is more effective than surface acting. Since deep acting is more effortful than surface acting, we may expect that employees who fit better to their jobs and committed their organizations engage in more deep acting when interacting with their customers. In testing this idea, we predict the following hypothesis: H1: Flight attendants who fit better to their jobs engage in more deep acting than do surface acting. H2: Flight attendants who committed to their organizations engage in more deep acting than do surface acting. In the emotional labor literature, as far as we know there is a dearth of empirical evidence regarding this issue. Therefore, the aim of this study is to analyze the relationship between person-job fit, organizational commitment and emotional labor of flight attendants. Data will be collected from Turkish airlines companies’ flight attendants in Turkey. To analysis the hypothesis, correlation and regression analysis will be used. We used Turkish version (Oz, 2007) of the emotional labor scale developed by Brotheridge and Lee (1998). Organizational commitment was measured using the scale developed by Meyer, Allen and Smith (1993). Person-job fit was measured by Brkich, Jeffs and Carless (2002) scale. Keywords: Person Job Fit, Organizational Commitment, Emotional Labor. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 https://omeka.ibu.edu.ba/files/original/55bd3d27f91059da0ff59775e76544e3.pdf 994dc5d615493f26dd42365ef3aa30e4 PDF Text Text International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo European Collective Identity in Terms of MicroNationalism Yusuf Yurdigül Atatürk University, Erzurum, Turkey yusufyurdagul@hotmail.com Aslı Yurdigül Atatürk University, Erzurum, Turkey asli.yurdagul@hotmail.com The point the European Union, idealized with respect to being European or Europeanising, has reached today is a result of union ideas lasting for about 700 years in Europe. This ideal initiated by some countries coming together has entered in the process of development in terms of expanding intellectual background, giving it a global aspect and creating a collective social memory, and so it has turned into a European collective identity in terms of politics, economy and culture. However, the idealized European collective identity cannot be seen as long-lasting in today’s Europe where nationalism has become popular among the rising values. Although collective identity has been formed as a modern concept providing for the union of nation state structure, national identity and citizenship concept, it has become a source of problem in multinational states with the European Union process. The differences in the European Union countries have become remarkably clear. With the European Union process, member states including different national identities, have inevitably confronted some problems in which different and rival sense of belonging factors are created. While xenophobia arisen out of immigrations to Europe has empowered nationalist discourse in member states due to economic and religious causes, micro-nationalist movements have matured in local elements that have been strengthened thanks to the EU domestic policies. Moreover, the EU has almost got to represent a constitution in which nationality and citizenship concepts have been gradually separating each other with regards to member states. This separation which has been observed more intensively with the increasing numbers of membership to the Union has caused two types of nationalism to gain strength: the one which was arisen as an xenophobia in reaction to immigrations from East and South to the Western countries, and the 278 �International Conference on Economic and Social Studies, 10-11 May, 2013, Sarajevo micro-nationalist dynamism which was gained by local elements as a result of implementing the EU policies by member states. This study building a conceptual framework in the context of the European Union, nationalism and micro-nationalism aims to discuss the results of nationalism fact rising in Europe for idealized multi-cultural and supranational European collective identity, and whether or not the dynamics that exist in Europe but do not seem as European and that have become an identity by not being a local element in terms of the EU policies will be a threat for the EU process. Keywords: European Union, European Collective Identity, Nationalism, Micro-Nationalism. 279 � https://omeka.ibu.edu.ba/files/original/7941cef83e80dd3bb0bc1bfa17eea0e5.docx 6d125ca1e8737b75c2c14ea2e0e23745 https://omeka.ibu.edu.ba/files/original/a18ca3654e2f033b6cad04d03cdc9eae.pdf 0356851f5da1307e245085b195536e4b PDF Text Text International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo European Collective Identity in Terms of Micro-Nationalism Yusuf Yurdigül Atatürk Ü. İletişim Fakültesi, Erzurum, Türkiye yusufyurdagul@hotmail.com AslıYurdigül Atatürk Ü. İletişim Fakültesi, Erzurum, Türkiye asli.yurdagul@hotmail.com Abstract The point the European Union, idealized with respect to being European or Europeanising, has reached today is a result of union ideas lasting for about 700 years in Europe. This ideal initiated by some countries coming together has entered into the process of development in terms of expanding the intellectual background, giving it a global aspect and creating a collective social memory, and so it has turned into a European collective identity in terms of politics, economy and culture. However, the idealized European collective identity cannot be seen as long-lasting in today’s Europe where nationalism has become popular among the rising values. Although collective identity has been formed as a modern concept providing for the union of nation state structure, national identity and citizenship concept, it has become a source of problem in multinational states with the European Union process. The differences in the European Union countries have become remarkably clear. In the European Union process, member states including different national identities, is inevitably confronting some problems in which different and a rival sense of belonging factors is created. While xenophobia arisen out of immigrations in Europe has empowered nationalist discourse in member states due to economic and religious causes, micro-nationalist movements have matured in local elements that have been strengthened thanks to the EU domestic policies. Moreover, the EU has almost got to represent a constitution in which nationality and citizenship concepts have been gradually separating each other with regards to member states. This separation which has been observed more intensively with the increasing amount of membership to the Union has caused two types of nationalism to gain strength: the one which was arisen as an xenophobia in reaction to immigrations from East and South to the Western countries, and the micro-nationalist dynamism which was gained by local elements as a result of implementing the EU policies by member states. This study builds a conceptual framework in the context of the European Union, nationalism and micro-nationalism aims to discuss the results of nationalism fact rising in Europe for idealized multicultural and supranational European collective identity, and whether or not the dynamics that exist in Europe but do not seem as European and that have become an identity by not being a local element in terms of the EU policies will be a threat for the EU process. Keywords: European Union, European collective identity, nationalism, micronationalism 1 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo Introduction In today’s Europa that nationalism is becoming popular within the values rising again, the differences become evident conspicuous.Although the nation - state structure as a modern phenomenon has been fictionalized with a mentality which envisages combination of the concept of national identity and citizenship, as of last point has been reached with the EU accession process, it is observed that this situation has begun to create a source of problem in multi-national states. In this context the European Unionsymbolizesa formation, in this formation concepts of nationalityandcitizenshipis increasinglyseparatedfromeachother.In the EU accession process, the states,which have different national identities, are faced with problems which have been created by the rival different elements of belonging inevitably. For example, the problem of England about Ireland has been resulted with separation / division, this result shows that the EU has structured its policies in a framework to enable the development of local elements. Therefore, while the EU provides the possibility of establishing a relationship with the EU institutions by bypassing its own nation-states to in the regions which are in unity, it agitates argument about the regions can be only understrong structure of nation-states by the presence of the EU's supranational institutions. Also the ideal of an independent Scotlandin the European Union is a typical reflection of this situation. With the pressures which are caused by globalization, enlargement of the European Union, migration towards to western countries from east and south of the earth are creating a suitable ground for the spread of racism and increasing hostility towards foreigners(Demirtepe, USAK,2006). The ethnocentrism which is caused by migrations to Europe, while being effective in accelerating the nationalist discourse in the member states, on the other hand it leads to the maturation of micro-nationalist movements in local elements which have gained strength due to EU policies. Therefore, discussing the phenomenon of rising nationalism in Europe, in two different contexts will be the most appropriate method. Firstly, the migration towards the European Union member states and nationalism which is shaped within the framework of ethnocentrism arising from economic problems as a result of this migration and the secondly the micro-nationalism resulting from regional policies applied by the European Union to local specificities. Nationalism Developed Against “Other” In the political trend which is occurring in the first type nationalism i.e. in case of nationalism which is arising in the context of the EU member states,rather than a political language based on racial or cultural superiority, a result is at stake which is developing against groups defined as “other”.A nationalist stance is taken against these groups which aresometimes followers a cultural tradition and sometimes followers of a religious community and an ethnic group, this nationalist stance nourished from fear that they will exploit and occupythe country. This type of nationalism ensues as a result of the perception of authorization more than making emphasis to nation phenomenon in the classical sense. Today in Europa there is nationalism which is originated from attitudes developed against others just like the concern about “Europe will become a Muslim continent in over fifty years" (Kalın, Zaman, 2006) that is underlying the reason of Bernard Lewis’ effort to mobilize Europeansagainst Muslim immigration wave.As mentioned above, the effect of the wave of migration flows to Europe from different countries is very important on the occurrence of such nationalism. At first, these migrations were not being too much trouble,but after, with unemployment observed in the countries which are considered asthe 2 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo dynamic forces of the EU, migrations have led to the emergence of the process of otherization which is taking its source economic reflex. Yaşar Nuri describes the process has been experienced as; “Europa took political refugee and migrant workers, from the 1960s until the end of 1990s from different countries. If we look at the Europe of the 1960s a prosperous Europe was experiencing a golden age. Europe has recognized the people that it heard their screams as “We are under political pressure” as a political refugee because of a number of different reasons, morale and responsibility that it has against the former colonies. Although a part of themwere economic refugees, they won political refugee statusby claiming that they are under political pressure and they have started to live in Europa countries. But now the outlook has changed in Europe… In today's Europe, all immigrants have become a problem. Now radical right is rising in Europa and European officials, politicians are concernedfrom time to time very deep.” (Yaşar, HPD, 2005: 137–166). In France and Germany where these concerns were experienced extensively, the most negative scenario was the emergence of ethnic or religious conflict, events which started in the Netherlands, after Dutch film director Theo Van Gogh has been murdered by a Moroccan Muslim in 2004, where the initial spark in terms of processing of this negative scenario. In fact,while long-term conflicts that occurred in 2005 in the ghettos of Franceafter this eventpaved way for a new and unusual approaches and solutions about "Foreign problem" in the European Union, on the other hand they demonstrated how a nationalist wave from below is very important. The murder which is presented as “a MoroccanMuslim killed a Dutch Christian artist” has been translated from religious discrimination to racial discrimination. "Integration problem" discussions were initiated in Germany in 2006 after the events, provided the problem was discussed as a migrant workers' problem and migrant workers have become "foreigners"non-integrated and who refuse to be integrated. This ethnocentrism which has developed within the framework of economic and religious reasons has causedin Europe the elevation of radical right and nationalist parties in this ground, in the political sense.In the past periods; in France Le Pen’s votes showed substantial proportion increases compared with previous years,in the 1999 elections in AustriaLibertarian Party of Jörg Haider took %27 vote became junior partner of the power and in 2001, in Italy, a coalition partnershipof Gianfranco Fini emerged. All these developments became ominous developments¹ for the common European identity as important historical indicators of the nationalist movement which has begun to rise in Europe. Movement of Jörg Haider in Austria was the most obvious and worrisome development of nationalist movement in Europe about ethnocentrism. In 1986, the Austrian Freedom Party which was one of smallest party used slogan such as "Because, solid head in a healthy body ONLY" and “We guarantee that we will stop ALİENATİON” on 1999 election posters and it formalized ethnocentrism, this party which was the racist party of Jörg Haider took %27 vote and became junior partner of the power in 1999 elections (Özcan, 2000: 557). This situation which is an important indicator of ethnocentrism in European countriesstill continues today.In these countries many of the extreme right wing parties are increasing their votes gradually in local or general elections and they have started to have the right of representation in national parliaments. For example, the Democratic Party of Sweden which is known as a conservative party in Swedentook%5. 7votein the 2010 election and 3 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo became a parliamentarianfor the first time. Belgium Vlaams Belang Partyknown for its opposition to Turk increased its vote rate which was %9, 9 in 1999 general elections to %28, 6 in 2012 local elections.Ultra nationalistic Golden Dawn Party of neighboring country Greece increased its vote rate to %6, 97 in 2012 and has gained a significantright of representation in parliament. These kinds of risings which are not suitable for the ideal of a common European identity have disturbed central institutions and politicians in EU extremely.The European Union Commissioner of Interior Malmström warned about “Rising racism’s and ethnocentrism’s representatives in politics in Europe have reached peak” (www.haber7.com). The effects of this kind of political structures intended for nationalism have been tried to minimize their own country parliaments,the European Parliament as well as in other EU institutions. For example, the EU countries reacted violently to a racist party become a partner in power began to pressure for ousting it from power. For this purpose, 14 EU member states began to impose social, economic, and diplomaticsanctions against Vienna and began to pressure for ousting Freedom Party from power, upon extreme right-wing Austrian Freedom Party formed a coalition with the Conservative People's Party. Although sanctions and pressures provided Jörg Haider’s resignation in year 2000, his party continued as a coalition partner(Özcan, 2000: 556–58). The formations which do politics intended to nationalist and conservativediscourse such as the Freedom Party in Austria which is one of a member of the European Union, and GianFranco Fini coalition in France, although they are pressured by the EU, they continue their activities intended to center politics by softening their radical opinions with popular discourses. Micro-Nationalism The micro-nationalist movement which is the second movement of movements that arose within the framework of the nationalismtop title;This isa micro-nationalism pursuits which have been developed against the dominant identity by groups have deindividuation syndrome and in the grip of projects revealed by the EU for nation building of local elements found in the member states and the policies implemented by the EU for the protection of member states' national identity.Micro-nationalist pursuits are singular fundamentally, but alsoemphasizehomogeneity and provide a new togetherness and sharing area for individual.The individuals who see that the rights are not provided individually and the government has not done enough and even sometimes behave hypocritically, they become in solidarity with their counterpartsinstead of struggling one by one. The individuals, who have religious, linguistic and ethnic qualification, demand the minority status. These pursuits which exceed being a community in the community, as a product of an effort (Yaşar, HPD, 2005: 137-166) to create a nation within a nation; Through "Paradiplomacy" which has turned into maneuver mechanism that is very important in the EU recently, they have achievedrival positions to state / nation that they belong.The EU's policies towards to local level identities, has provided a national minority status to groups who are in a struggle fornation building and regional governments gained the status of minorityhave evolved into international actors through the paradiplomacy. The paradiplomacy (Lecours, 2002: 1–5) which has come out as a result of the pursuits of increasing the powers of the national minority regions, has confronted micro-nationalism to the nation-state as a major power.The European Union’s policy towards national 4 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo minorities have directed ethnic communities to identify themselves as "nationality" or "national" minorities for gaining legitimacy and being successful. For example, many ethnic communities including Moravians in the Czech Republic and Silesians in Poland have started to define ² their identity in national line(Tesser, 2003: 493-94). These actorsturned into a minority position through Paradiplomacy, behaved like nation and presented themselves like this.In this context Paradiplomacy created an impression as nationalist minorities who do not have is a state, in the international arena is accepted in the form of "nation". And this became a situation which gets a reaction of nation-states member of the EU, as an effect that is mobilizing micro-nationalism in sovereign nations. This react has ensued in the form of meeting demands orsuppressing demands of micronationalist pursuits and this react has led to problems intended for the representation of sub-elements’ identity and problems intended for the sovereign nation, so it threatened the common "European Identity" ideal. In a nutshell, "Today,in many The European Union member states, religious and ethnic discrimination is at peak levels ... For Europa that is shown as the homeland of democracy and freedoms, this is a contradictory and an embarrassing table (Laçiner, Özcan and Bal, 2004: 29). Because of racist experiences happened in the past, Europe has canalized to theories that ignore experienced racism nowadays and it isexperiencing the crisis of European identity which is designated by policies intended for who are outside the boundariesrather than the who are inside the boundaries. The idea of an idealized The European Union and incompatibility problem of European culture are at the center of this identity crisis. It is possible to see traces of this crisis in almost all the studies themed identity, these studies have occurred after the political structure of the European Union for the integration of the European Union. The political debates, experienced in many European countries about nation, nationalism and citizenship, accelerate nutrition of national identity with ethnocentrism racism and increasingly and also these political debates accelerate emergence of identities of groups which perceived themselves as religious, ethnic, national or regional communities (Rattansi and Westwood, 1997: 221). Nationalist tendencies observed in many of the member countries of The European Union cause for shaping the researches on the subjectwithin the framework of the question "How a European?".The identity and legitimacy issues onthe level of development reached by the EU, has increased with effect of racism in Europe (Karaosmanoğlu, 2001: 163), thus increasing leads the need for the development of "European identity" which should be away from nationalist rhetoric. Because both after the union and before the union, (although it shows discrepancies in their own),the European identity states identitieswhich are in a body generally. The policies about trying to make the elements minority or a local qualified as a nation and the efforts for to homogenize National identities of the Member States towards the idea of a federal Europe, lead popularizationof nationalism as an emerging trend in the EU. And this situation threatens integrative effect of the identity of a common European which has been idealized, and makes "How a Europe?" question a difficult question to answer. Because "Union citizenship" concept which has been fictionalized towards the European Union has not been adopted and has not been acceptedby the citizens of the member states sufficiently, this situation makes the answer of the question “How a Europe” a quite difficult. In many European countries, the citizens do not feel themselves as European, and they feel themselves belong to their own country and they define themselves with their national identity. According to a study, %38 of EU citizens think that they have a common European culture,%49 of them do not think that.In another study made by the European 5 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo Commission in 2001, the survey that “EU citizenship or national identity, which one you have embraced more?" question has been asked. As a result of this study the Luxembourg with %20 rate took place in the front row as the country which has people who want to be only EU citizens. According to this survey, the United Kingdom and Sweden are the countries, which have appropriated EU citizenship minimum.The adoption of both of national identity - the identity of the EU and only EU identity in these two countries has the lowest ratio(Duyar, USAK: 2006). However, the answers of “How much do you feel yourself as European” question in many European countries have been highly significant positive. The rate of feeling as European is too much than the rate of the adoption of European identity, the reason of this difference may be because the controls feel themselves as they have been articulated to Europa geographically.The ideal of a common European identity which is tried to be placed with "Citizenship of the Union"consciousness,as seen in the studies has not been very effective. The underlying reason is arising from the concept of integration in Europe in other words, it is arising from the purpose of ensuring integrity betweenthe EU's northern, eastern, western and southern. The more explicit term; the European identity projectidealized by taking support from points such as EU member countries have a common geographical structure, contains a common culture partly and have a large majority of the same religion,in fact it is not targeted / ideal that EU countries are trying to realize individually.The enhancement of Europeanness concept towards a common identity with religion, geography, culture, or with a common historydoes not seem very possible. If we think about Central Eastern European Countries (CEEC) which have been joined with the European Union subsequently or some regions in countries which are the first 15 members and minorities such as Basques, Catalan, Scotland it will be recognized that it is a wrong foundation. European countries do not adopt on the contrary in most cases they define themselves with their national identities that they belong to it. Conclusion Especially since 2008, the financial, fiscal andsocialcrisishasa veryimportant role in the rise of nationalist movements in Europe (www.euronews.com).Until a short while ago the Europeans who were seeking employees to run, using immigrants at this point, makingthemservethemselvesbymakingthem work in jobs that they do not want work, now they started to see these people as "others" who are stealing their work and forming the cause of imbalances in social and employment policies and inter-regional disparities in the country. It is indispensable that offering becomes an asset which is increasing rapidly when cultural / political and religious factorsadded to the causes economic-based. Another remarkable aspect of the event; this situation is using by ultra-nationalist political parties and extreme right-wing movements as an important means of propaganda and pronunciation. Mümtazer Turkoneconsiders these movements in Europe which is using many elements of fascismas ideological in the background as "neofascism ". On the other hand, the European Union has taken important steps about the common identity of the European with The Helsinki Summit and European Union has accepted that there is no candidate country and individual will be alienated for reasons such as religious and cultural diversity and it has accepted that at this point only the criteria is if democratic values is embraced or not. According to the European Union; one of the most important criteria for the success of the EU project has literally been the support which will be given by nationals of Member States to this project. One of the important indicators of it that the 6 �International Conference on EconomicandSocialStudies (ICESoS’13), 10-11 May, 2013, Sarajevo European Union has started to have commonality perceptiveness after the Treaty of Maastricht for the purpose of political integration in many fields including especially economic policies. In this context, a common European identity will make important contributions to EU governance structure. On the other hand a common European identity will bring alongthe potential of the EUto become an alternative political force in a globalized worldthroughimportant values such as democracy and human rights. Finally, bringing closer together thecommunities which are forming EU within the framework of shared values, developing and strengthening thesocial communication is an important factor on EU’s desiderative which is about to create a common identity(Tekin, 2007:34). But however, the European Union's policy about creating "common identity" has changed with time. The most important change in this sense isthe developed policies which are developed by the European Union, forprotecting the cultural diversity that exists in Europe. In this context, cultural diversity is realized in two ways. The first of these; to identify with the culture which is highlighted that it needs to be supported with public utilities, especially with the mass media, and the second one is acceptance of the other one and to be open to other cultures. The meaning of this is; rejection of the religious, linguistic, cultural and nationalist fundamentalism and acknowledgment of other cultural products. This is also an attempt to export a specific culture(www.konrad.org.tr). The result of this initiative is emerging as the micro-nationalist movements. However, in this environment that the national identities are important elements in defining Europeanness, are a diversity of nationsin the EU and the presence of European invisible identity elements of threat for an idealized common European identity? How will nationalist rhetoric put forward the European identity firstly, in today's Europe that firstly German after European, firstly France after European and firstly Dutchafter European opinion dominates?(Oğuzlu, 2006). Therefore, the European identity which will dominate in multicultural and supranationalEuropean Union will be possible within the framework of identity discourse which will be shaped around the ideal of the common Europeanness in the form of European France, European Germany and European Netherlands. References Is "European" Identity Resolving Against Nationalism? 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When Regions Go Abroad: Globalization Nationalism and Federalism, Globalization, Multilevel Governance and Democracy: Continantel Comparative and Global Perspectives, Paper for Conference, Queen’ University, May 3-4, 2002, s.1-5. Özcan M. (2000). A Review on Integration in the European Union In Light of Austria Elections Yeni Türkiye Journal EU Special Edition, Number:35-36. Oğuzlu T. (2006). Howthe rejection of the EU Constitution should be interpreted?, Online: http://www.liberaldt.org.tr/index.php?lan=tr&message=article&art=404, 17.08.2006. Poyraz T., Arıkan G. (2003). Europe-Turkey Relations and Other Definitions which change periodically. Ankara: Hacettepe University Literary Magazine, Volume: 6: 20, Number: 2. Tekin Y.O. (2007). Causes of the European Union's efforts to create a common identity, Unpublished Master's Thesis, Balikesir University, Institute of Social Sciences, Department of Public Administration. Tesser L.M. (2003). The Geopolitics of Tolerance: Minority Rights Under EU Expansion in East-Central Europa, East European Politics and Societies,Vol: 17, No:483. Yaşar N., Turhanlı T. (2005). A Matter of National Identity in Turkey, Istanbul: HPD Legal Perspective Magazine, Number :3, 137-166. Vernet D. “Protection of national culture and European Culture: Example of France and the EU ",Le Monde, Paris, Online:http://www.konrad.org.tr/index.php?id=131. Yıldız S. (2007). Social Identity and National Identity Concepts Nature, Istanbul: National Folklore, Issue: 74. Wiewiorka M. (1997). Racism in Europe: Unity and Diversity, Ed: Ali Rattansi, Salliye Westwood, Racism, Modernity and Identity, translator: Sevda Akyüz, Istanbul: Sarmal Publishing House. 8 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 1685 Title A name given to the resource European Collective Identity in Terms of Micro- Nationalism Author Author YURDIGUL, Yusuf YURDIGUL, Asli Abstract A summary of the resource. The point the European Union, idealized with respect to being European or Europeanising, has reached today is a result of union ideas lasting for about 700 years in Europe. This ideal initiated by some countries coming together has entered in the process of development in terms of expanding intellectual background, giving it a global aspect and creating a collective social memory, and so it has turned into a European collective identity in terms of politics, economy and culture. However, the idealized European collective identity cannot be seen as long-lasting in today’s Europe where nationalism has become popular among the rising values. Although collective identity has been formed as a modern concept providing for the union of nation state structure, national identity and citizenship concept, it has become a source of problem in multinational states with the European Union process. The differences in the European Union countries have become remarkably clear. With the European Union process, member states including different national identities, have inevitably confronted some problems in which different and rival sense of belonging factors are created. While xenophobia arisen out of immigrations to Europe has empowered nationalist discourse in member states due to economic and religious causes, micro-nationalist movements have matured in local elements that have been strengthened thanks to the EU domestic policies. Moreover, the EU has almost got to represent a constitution in which nationality and citizenship concepts have been gradually separating each other with regards to member states. This separation which has been observed more intensively with the increasing numbers of membership to the Union has caused two types of nationalism to gain strength: the one which was arisen as an xenophobia in reaction to immigrations from East and South to the Western countries, and the micro-nationalist dynamism which was gained by local elements as a result of implementing the EU policies by member states. This study building a conceptual framework in the context of the European Union, nationalism and micro-nationalism aims to discuss the results of nationalism fact rising in Europe for idealized multi-cultural and supranational European collective identity, and whether or not the dynamics that exist in Europe but do not seem as European and that have become an identity by not being a local element in terms of the EU policies will be a threat for the EU process. Keywords: European Union, European Collective Identity, Nationalism, Micro-Nationalism. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-10 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564