international journal of commerce and finance, vol. 5, issue 2, 2019, 206-210 206 future of the crypto currencies mustafa özyeşi̇l i̇stanbul aydın university, turkey abstract the main purpose of this study is to contribute to the literature by performing an original research. the main subject of the study is to investigate the future position of cryptocurrencies included in the sample. in this study, we tried to predict the future expected the popularity of 6 cryptocurrencies. for this purpose, we collect internet search data of each cryptocurrency included in the sample. popularity variable is determined by the frequency of searched numbers of crypto coins on the internet. we created graphs in the form of scatter plots by using ms excel 2016. in order to determine the ideal curve that provides the highest specificity coefficients (r2) of related to equations was preferred. according to the results of the analysis, it was determined that ripple-xrp may be taken out of the circulation in the market by november 2020. keywords: crypto currency, internet search numbers, popularity, ms excel, scatter plots graphs, google trends jel classification: c13, c20 1. introduction nowadays, crypto currencies have been grabbing more attention. they are gaining more importance day by day thanks to their price movements particularly bitcoin’s price performance. the crypto currency is a money concept that differs from conventional money term is subject to physical circulation. unlike usual money term, the attractive side of crypto currency is that they are traded, issued and circulated in the digital platforms. however the most important feature of crypto currencies is that they are not governed or regulated by a central authority. bitcoin, the first example of crypto currencies and others that followed bitcoin are totally are peer to peer electronic cash system and in this system online payments will be sent directly from a party to another without requirement of financial institutions (nakamato, 2008 : 1-2) in this study, in order to contribute to the literature, we tried to determine which crypto money could be removed from the circulation by using the number of searches on internet of each crypto money. 2. literature review darlington (2014), analyzed bitcoin’s both strong and weak sides and make conclusion about bitcoin’s future. firstly the main issue is described as infrastructure of bitcoin’s system. it is emphasized that this is hindering bitcoin adoption. it is noted that 2014 a flaw was detected in bitcoin’s transactions and this raised concerns about fraud in bitcoin. despite of this disadvantages, many type of benefits that bitcoin provide are mentioned such as leading economic change, having remarkable potential to help some countries and providing a chance to reduce transaction costs etc. luther (2016), underlines competition between crypto currencies and existing government based money concepts and shows possible ways for crypto currencies to win this competition. according to his study, the crypto currencies should reduce costs of consumers related to switching to new payments. he found out that the most important problem that crypto currencies should solve is incumbent-monies problem. devries (2016), claims that crypto currencies are not replace conventional money term but they can change the way of interaction of internet based global markets and clear the way for national currencies and exchange rates. the author conducted a swot analysis to see bitcoin’s role in shifting in economic paradigms. according to results of the analysis, author claims that crypto currencies are still in infancy period and it will take a time to see that they can find sustainable place in world markets. in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e future of the crypto currencies 207 3. data and sample structure main aim of this study to estimate future positions of each crypto currencies included in the sample. for the purpose of obtaining internet search numbers, index data indicating the degree of importance (popularity) generated by google's google.trends.com (google, 2019) based on the number of monthly searches of the crypto currencies were used. this index gets values in the range of [0-100] and the increase in the index value indicates that the relevant crypto money is very searched on the internet. crypto currencies analyzed and the data periods available for these moneys are shown in table 1. table 1: crypto currencies used in analysis no crypto money analysis period 1 bitcoin 2010:m07-2019:m05 2 ripple-xrp 2015:m01-2019:m05 3 ethereum 2016:m03-2019:m05 4 ethereum classic 2016:m06-2019:m05 5 litecoin 2016:m08-2019:m05 6 zcash 2016:m10-2019:m05 note: the data in the table are organized in the order in which the relevant currency is traded on the market. as it can be observed in table 1, since the initial date of trading of crypto currency is different, a separate time series analysis will be made for each crypto money and the findings will be compared. although there are 13 crypto currencies in the first form of the sample, crypto coins with less than 30 observations were excluded from the analysis in order to perform a reliable time series analysis. 3. method in this study, we perform analysis to find out changes observed in search numbers of crypto currencies over the time. based on our findings on change of number of searches, we tried to figure popularity of currencies out for the next future. 3.1. analysis to determine the future of crypto coins here, the graphs related to the search numbers of the each cryptocurrency will be plotted, and based on these graphs it will be inferred that the crypto money from may become more popular over time or taken out of circulation over time. the graphs were created as scatter plots by using ms office excel and different experiments were performed to determine the ideal curve between these lines and the curve with the highest specificity coefficients (r2) of related to equations was preferred. in this context, the graph obtained for bitcoin and the equation of this graph are provided in figure 1 as follows. mustafa özyeşi̇l 208 figure 1. number of searches for bitcoin note : although r2 responses in a increasing way when degree of the function is increased, since parabolic graph (quadratic) represents most recent periods best, this graph type was chosen. according to figure 1, the number of searches for bitcoin reached its highest value in december 2017, after this point although it fell for a while, it started to increase again since april 2019. therefore, we don't foreseen that bitcoin will be out of circulation in the short term. ripple-xrp graph and the related equation of this graph are provided in figure 2 below: figure 2. number of searches for ripple-xrp note: although r2 responses in a increasing way when degree of the function is increased, in order to determine the cut-off point of the horizontal axis (x axis), parabolic (quadratic) graph was preferred. as it can be seen in figure 2, ripple-xrp, which started to be traded in january 2015, reached the highest number of searches in january 2018 and then it started to decrease. when the quadratic equation is solved, it can be expected that number of searches of the ripple-xrp will decrease to zero by november 2020 and it may be out of the market after that date. ethereum graph and the related equation of this graph are provided in figure 3 below. figure 3. number of searches for ethereum according to figure 3, ethereum has reached the highest number of searches in december 2017, then downward movement was seen in the number of searches, but it achieved a stability in 8-9 index level monthly basis. as a result, it is considered that ethereum will not be out of circulation in the near term. ethereum classic graph and the related equation of this graph are provided in figure 4 below. future of the crypto currencies 209 figure 4. number of searches for ethereum classic according to figure 4, similar to ethereum, ethereum classic also has reached the highest number of searches in december 2017, after that it started to decline but achieved a stability in 15-20 index level monthly basis. therefore, ethereum classic also will not be subject to be out of circulation in the short term. litecoin graph and the related equation of this graph are provided in figure 5 below. figure 5. number of searches for litecoin according to figure 5, litecoin reached the highest level of internet searches in december 2017, after that it started to decrease but achieved a stability in 5-6 index level monthly basis. therefore, litecoin is not expected to be out of circulation in the short term. zcash graph and the related equation of this graph are provided in figure 6 below. figure 6. number of searches for zcash mustafa özyeşi̇l 210 according to figure 6, zcash reached the highest number of internet searches in december 2017, after that it started to decrease but achieved a stability in 5-10 index level monthly basis. therefore, similarly zcash is not expected to be out of circulation in the short term. 4. conclusion in this study, trend analysis was performed to determine future movement of search numbers of the crypto currencies. we aimed to foreseen each crypto currency’s future position. therefore, we used monthly internet searches of 6 crypto currencies with the longest data period. since crypto currencies have different trading dates, the largest data period available for each currency is included in the analysis. in this study, firstly scatter distribution graphs are drawn by using index data of monthly search numbers of each crypto currency. the functions that best represent the points in the graph have been tried to be determined and by using these functions, we tried to predict the date of being out of the market of relevant crypto money. as a result of these analyzes; it is determined that ripple-xrp may be out of the market by november 2020 but such a situation does not seen the case for other currencies. these graphs also showed that the highest number of searches for all crypto coins was reached in december 2017, and based on this observation it may be concluded that there was a speculative attack on crypto coins on this date. references darlington, j.k.(2014). the future of bitcoin: mapping the global adoption of world’s largest cryptocurrency through benefit analysis, university of tennessee honors thesis projects. devries, p.d. (2016). an analysis of cryptocurrency, bitcoin and the future, international journal of business management and commerce, 1(2),1-9. dikmen, n. (2012). ekonometri temel kavramlar ve uygulamalar. dora yayınevi, bursa. google (2019). google.trends.com, (erişim tarihi: 25.05.2019). göçer, i̇. (2016). lisans ve lisansüstü i̇çin ekonometri. lider yayınları, i̇zmir. granger, c.w.j. (1969). investigating causal relations by econometric models and cross spectral methods. econometrica, 37, 424-438. gujarati, n. g. ve porter, d. c. (2012). temel ekonometri, çev. ümit şenesen ve gülay günlük şenesen, (orijinali: 5. basım), literatür yayıncılık, i̇stanbul. luther, w. j. (2016). bitcoin and the future of digital payments. independent review, 20(3), 397-404. nakamoto, s.(2008). bitcoin: a peer-to-peer electronic cash system, n.p.: bitcoin.org, nov. pdf. tarı, r. (2012). ekonometri. umuttepe yayınları, kocaeli. international journal of commerce and finance, vol. 5, issue 2, 2019, 158-166 158 risk management in viet nam tourism industry under the impact of a two factor model during and after the global crisis dinh tran ngoc huy binh duong university, vietnam du quoc dao binh duong university, vietnam abstract over past few years, the global financial crisis shows certain influence on emerging financial markets including viet nam. therefore, this study chooses an analytical approach to give some systematic opinions on how much some certain determinants such as income tax and leverage, affect the level of market risk in listed tourism companies.first, it calculates equity and asset beta values in three (3) different scenarios of changing tax rates and changing the level of financial leverage.second, under 3 different scenarios of changing tax rates (20%, 25% and 28%), we recognized that there is not large disperse in equity beta values, estimated at 0,753 for current leverage situation.third, by changing tax rates in 3 scenarios (25%, 20% and 28%), we recognized both equity and asset beta mean values have positive relationship with the increasing level of tax rate.last but not least, this paper covers some ideas and policy suggestions.. keywords: risk management, asset beta, financial crisis, corporate tax, leverage jel classification numbers: g00, g3, g30 1. introduction after financial crisis and reactions in financial industry taking place recently, we find out that there are signals of impacts of tax rates and the level of financial leverage on the fluctuations of market risk, measured by both equity and asset beta values. this leads to a question on using external debt of management team in a hope that the business market value can be recovered. despite of trying to select an easy-reading writing style, there is still some academic words need to be explained in further. the organization of paper contents is as following. as our previous series of paper, research literature, issues, methodology and theories are covered in the first two sessions. next, it followed by introduction of our empirical findings in session 3 (3rd). continuously, session four (4) covers conclusion and policy suggestion. before last, there are exhibit session which covers some calculated results of this paper’s analysis and comparison. 2. preliminary notes 2.1 research issues this research aims to figure out two (2) issues: issue 1: what happen to asset beta if both fl and tax rate change in 3 scenarios issue 2: what happen to equity beta if both fl and tax rate change in 3 scenarios 2.2 literature review john (1999) mentions a two-rate tax system where land is taxed at a higher rate than structures in his research on two-rate property tax effects on land development. anderson (2009) recognized that the user cost tax elasticities are relatively small while the expected house price inflation elasticity is substantially larger and therefore plays a greater role in affecting housing market demand. beside, modigliani and mill (1963) show that firm value is an increasing function of leverage due to the tax deductibility of interest payments at the corporate level. carr and wu (2011) stated that equity volatility increases in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e risk management in viet nam tourism industry under the impact of a two factor model during and after the global crisis 159 proportionally with the level of financial leverage, the variation of which is dictated by managerial decisions on a company's capital structure based on economic conditions. and, irrespective of financial leverage, a positive shock to business risk increases the cost of capital and reduces the valuation of future cash flows, generating an instantaneous negative correlation between asset returns and asset volatility. mccarty (2012) stated there is evidence which suggests that for the most tax risky firms investors also apply a higher discount rate to estimations of future cash flows. then, vello and martinez (2012) indicated there is a negative and significant relation between the market risk and the tax planning efficiency index of firms that have good governance practices. next, madhou (2012) found out, for australia firms over the period 2003-2008, those with low leverage appear to hold higher cash holdings than high leverage ones. then, mccauley (2013) pointed that during calm periods, portfolio investment by real money and leveraged investors in advanced countries flow into emerging markets, leading to an asymmetric asset swap (risky emerging market assets against safe reserve currency assets) and leveraging up by emerging market central banks. last but not least, gunarathna (2013) found out in different industries in sri lanka, firm size does not significantly affect the financial risk, but the degree of financial leverage has a significant positive correlation with financial risk. 2.3 conceptual theories the tax system not only responds to the globalization but also affects national income, investment levels and risks of doing business. furthermore, tax system can affect the investment return and the ratio of re-investment and business growth. the using of leverage also could create both negative and positive effects on business operational results. a firm will make decision on significant amount of debt when it hopes roa will be higher than the lending interest. using leverage might affect both company performance and its risk. 2.4 methodology in this research, analytical research method is used, philosophical method is used and specially, scenario analysis method is used. analytical data is from the situation of listed banking industry firms in vn stock exchange and applied current tax rate is 25%. 3. main results 3.1. empirical research findings and discussion data used are from total 10 listed tourism industry companies on vn stock exchange (hose and hnx mainly). in the scenario 1, current tax rate is kept as 25% as in the 2011 financial statements which is used to calculate market risk (beta) while leverage degree is kept as current, then changed from 30% up to 20% down. then, two (2) fl scenarios are changed up when tax rate is up to 30% and down to 20%. in summary, the below table 1 shows three (3) scenarios used for analyzing the risk level of these listed firms. market risk (beta) under the impact of tax rate, includes: 1) equity beta; and 2) asset beta. table 1 – analyzing market risk under three (3) scenarios (made by author) tax rate as current (25%) tax rate up to 30% tax rate down to 20% leverage as current scenario 1 scenario 2 scenario 3 aylin gözen & prof. dr. beliz ülgen 160 leverage up 30% leverage down 20% a. scenario 1: current tax rate 25% and leverage kept as current, 20% down and 30% up in this case, all beta values of 10 listed firms on vn airline and tourism industry market as following: table 2 – market risk of listed companies on vn airline and tourism industry market under a two factors model (case 1) (source: vn stock exchange 2012) order no. company stock code leverage as current leverage down 20% leverage up 30% equity beta asset beta (assume debt beta = 0) equity beta asset beta (assume debt beta = 0) equity beta asset beta (assume debt beta = 0) 1 ctc 0,226 0,072 0,226 0,103 0,226 0,026 2 dlc 0,475 0,281 0,684 0,461 0,200 0,094 3 dlv 0,719 0,264 0,932 0,460 0,368 0,065 4 fdt 0,764 0,300 0,965 0,496 0,433 0,091 5 hot 1,447 1,222 1,489 1,303 1,384 1,104 6 pdc 2,035 1,298 2,035 1,445 2,035 1,077 7 pgt 1,648 1,532 1,648 1,555 1,648 1,497 8 tct 1,016 0,913 1,016 0,934 1,016 0,882 9 ttr -1,060 -0,888 -1,060 -0,922 -1,060 -0,836 10 mas 0,382 0,143 0,382 0,190 0,382 0,071 b. scenario 2: tax rate increases up to 28% and leverage kept as current, 20% down and 30% up all beta values of total 10 listed firms on vn airline and tourism industry market as below: table 3 – market risks of listed airline and tourism industry firms under a two factors model (case 2) (source: vn stock exchange 2012) order no. company stock code leverage as current leverage down 20% leverage up 30% equity beta asset beta (assume debt beta = 0) equity beta asset beta (assume debt beta = 0) equity beta asset beta (assume debt beta = 0) 1 ctc 0,226 0,072 0,226 0,103 0,226 0,026 2 dlc 0,492 0,292 0,704 0,474 0,210 0,099 risk management in viet nam tourism industry under the impact of a two factor model during and after the global crisis 161 3 dlv 0,735 0,270 0,948 0,468 0,380 0,067 4 fdt 0,780 0,307 0,981 0,505 0,446 0,094 5 hot 1,455 1,228 1,495 1,308 1,393 1,111 6 pdc 2,035 1,298 2,035 1,445 2,035 1,077 7 pgt 1,648 1,532 1,648 1,555 1,648 1,497 8 tct 1,016 0,913 1,016 0,934 1,016 0,882 9 ttr -1,060 -0,888 -1,060 -0,922 -1,060 -0,836 10 mas 0,382 0,143 0,382 0,190 0,382 0,071 c. scenario 3: tax rate decreases down to 20% and leverage kept as current, 20% down and 30% up all beta values of total 10 listed firms on vn airline and tourism industry market as below: table 4 – market risks of listed airline and tourism industry firms under a two factors model (case 3) (source: vn stock exchange 2012) order no. company stock code leverage as current leverage down 20% leverage up 30% equity beta asset beta (assume debt beta = 0) equity beta asset beta (assume debt beta = 0) equity beta asset beta (assume debt beta = 0) 1 ctc 0,226 0,072 0,226 0,103 0,226 0,026 2 dlc 0,447 0,265 0,653 0,440 0,184 0,087 3 dlv 0,693 0,254 0,905 0,447 0,350 0,062 4 fdt 0,737 0,290 0,939 0,483 0,413 0,087 5 hot 1,436 1,212 1,479 1,295 1,369 1,092 6 pdc 2,035 1,298 2,035 1,445 2,035 1,077 7 pgt 1,648 1,532 1,648 1,555 1,648 1,497 8 tct 1,016 0,913 1,016 0,934 1,016 0,882 9 ttr -1,060 -0,888 -1,060 -0,922 -1,060 -0,836 10 mas 0,382 0,143 0,382 0,190 0,382 0,071 all three above tables and data show that there are just tiny changes in the values of equity beta and there are bigger fluctuations in the values of asset beta in the three (3) cases. aylin gözen & prof. dr. beliz ülgen 162 3.2. comparing statistical results in 3 scenarios of changing leverage: table 5 statistical results (fl in case 1) (source: vn stock exchange 2012) leverage as current leverage down 20% leverage up 30% statistic results equity beta asset beta (assume debt beta = 0) differenc e equity beta asset beta (assume debt beta = 0) differenc e equity beta asset beta (assum e debt beta = 0) differe nce max 2,035 1,532 0,503 2,035 1,555 0,480 2,035 1,497 0,538 min -1,060 -0,888 -0,173 -1,060 -0,922 -0,138 -1,060 -0,836 -0,225 mean 0,765 0,514 0,251 0,831 0,603 0,229 0,663 0,603 0,060 var 0,7530 0,5302 0,223 0,7532 0,5572 0,196 0,7879 0,4962 0,292 note: sample size : 10 firms table 6 – statistical results (fl in case 2) (source: vn stock exchange 2012) leverage as current leverage down 20% leverage up 30% statisti c results equity beta asset beta (assume debt beta = 0) differenc e equity beta asset beta (assume debt beta = 0) differenc e equity beta asset beta (assu me debt beta = 0) differe nce max 2,035 1,532 0,503 2,035 1,555 0,480 2,035 1,497 0,538 min -1,060 -0,888 -0,173 -1,060 -0,922 -0,138 -1,060 -0,836 -0,225 mean 0,771 0,517 0,254 0,837 0,606 0,231 0,667 0,606 0,061 var 0,7528 0,5299 0,223 0,7543 0,5571 0,197 0,7869 0,4966 0,290 note: sample size : 10 firms table 7statistical results (fl in case 3) (source: vn stock exchange 2012) leverage as current leverage down 20% leverage up 30% statisti c results equity beta asset beta (assume debt beta = 0) differenc e equity beta asset beta (assume debt beta = 0) differenc e equity beta asset beta (assum e debt beta = 0) differen ce max 2,035 1,532 0,503 2,035 1,555 0,480 2,035 1,497 0,538 min -1,060 -0,888 -0,173 -1,060 -0,922 -0,138 -1,060 -0,836 -0,225 mean 0,756 0,509 0,247 0,822 0,597 0,225 0,656 0,597 0,059 risk management in viet nam tourism industry under the impact of a two factor model during and after the global crisis 163 var 0,7534 0,5305 0,223 0,7516 0,5573 0,194 0,7895 0,4954 0,294 note: sample size : 10 firms the above calculated figures generate some following results: first of all, equity beta mean values in all 3 scenarios are acceptable (< 0,9) and asset beta mean values are also small (< 0,7). if leverage increases to 30%, asset beta max values keep the same value of 1,497 when tax rate is up to 28% or down to 20%. finally, when leverage decreases down to 20%, asset beta max values keep the same value of 1,555 in both cases: tax rate up and down. the below chart 1 shows us : when leverage degree decreases down to 20%, if tax rate is up to 28%, average equity beta value increases slightly (0,837) compared to that at the decrease of tax rate of 20% (0,822). however, equity beta var is 0,754 (tax rate up), little higher than 0,752 (tax rate down). then, when leverage degree increases up to 30%, if tax rate is up to 28%, average equity beta increases little (to 0,667) compared to that at the decrease of tax rate of 20% (0,656). however, in case the tax rate up, the equity beta var is 0,787, smaller than 0,790 (tax rate down). the below chart 2 shows us : when leverage degree decreases down to 20%, if tax rate is up to 28%, average asset beta value increases slightly (0,606) compared to that at the decrease of tax rate of 20% (0,597). however, asset beta var is 0,557 (tax rate up), the same as that in the case of tax rate down. then, when leverage degree increases up to 30%, if tax rate is up to 28%, average asset beta also increases little more (to 0,606) compared to that at the decrease of tax rate of 20% (0,597). however, in case the tax rate up, the asset beta var is 0,497, higher than 0,495 (tax rate down). chart 1 – comparing statistical results of equity beta var and mean in three (3) scenarios of changing fl and tax rate (source: vn stock exchange 2012) aylin gözen & prof. dr. beliz ülgen 164 chart 2 – comparing statistical results of asset beta var and mean in three (3) scenarios of changing fl and tax rate (source: vn stock exchange 2012) 4. conclusion and policy suggestion in summary, the government has to consider the impacts on the movement of market risk in the markets when it changes the macro policies and the legal system and regulation for developing the tourism market. the ministry of finance continues to increase the effectiveness of fiscal policies and tax policies which are needed to combine with other macro policies at the same time. the state bank of viet nam continues to increase the effectiveness of capital providing channels for tourism companies as we might note that in this study when leverage is going to increase up to 30%, the risk level decreases (asset beta mean decreases to 0,597 if tax rate moves down to 20%). furthermore, the entire efforts among many different government bodies need to be coordinated. tourism and hotel industry in vietnam also need to establish risk warning system (for environment, human resource, financial, business, unexpected risk and technology risk). vietnam tourism school also enhance training programs to meet the market demand while hotel industry has to improve quality of service and reduce risk in 4.0 technology era. finally, this paper suggests implications for further research and policy suggestion for the viet nam government and relevant organizations, economists and investors from current market conditions. 5. acknowledgements i would like to take this opportunity to express my warm thanks to board of editors and colleagues at citibank – hcmc, scb and bidv-hcmc, dr. chen and dr. yu hai-chin at chung yuan christian university for class lectures, also dr chet borucki, dr jay and my ex-corporate governance sensei, dr. shingo takahashi at international university of japan. my sincere thanks are for the editorial office, for their work during my research. also, my warm thanks are for dr. ngo huong, dr. ho dieu, dr. ly h. anh, dr nguyen v. phuc and my lecturers at banking university – hcmc, viet nam for their help. lastly, thank you very much for my family, colleagues, and brother in assisting convenient conditions for my research paper. references allen, f., and gale, d., stock price manipulation, review of financial studies, (1992). ameer, beenish., and jamil, moazzam., (2013), a test of fama and french three factor model in pakistan equity market, global journal of management and business research, vol.13, issue 7, pp. 24-28 baker, kent h., singleton, clay j., and veit, theodore e., (2011), survey research in corporate finance: bridging the gap between theory and practice, oxford university press basu, devraj., streme, alexander., (2007), capm and time-varying beta: the cross-section of expected returns, ssrn working paper series risk management in viet nam tourism industry under the impact of a two factor model during and after the global crisis 165 chatterjea, arkadev., jerian, joseph a., and jarrow, robert a., market manipulation and corporate finance: a new perspectives, 1994 annual meeting review, southwestern finance association, texas, usa, (2001). degennaro, ramon p., kim, sangphill., (2003), the capm and beta in an imperfect market, ssrn working paper series flifel, kaouther., (2012), financial markets between efficiency and persistence : empirical evidence on daily data, asian journal of finance and accounting galagedera, d.u.a., (2007),an alternative perspective on the relationship between downside beta and capm beta, emerging markets review huy, dinh t.n., (2013), whether the risk level of viet nam real estate firms under the different changing tax rates increase or decrease so much, international journal of research in business and technology khwaja, asim ijaz., mian, atif., unchecked intermediaries:price manipulation in an emerging stock market, journal of financial economics 78, (2005), 243 241 marchesi, michael favere., the impact of tax services on auditors’ fraud risk assessments, advances in accounting research ang, a., chen, j., (2007), capm over the long run: 1926-2001, journal of empirical finance adb and viet nam fact sheet, 2010 other web sources http://www.ifc.org/ifcext/mekongpsdf.nsf/content/psdp22 http://www.construction-int.com/article/vietnam-construction-market.html http://fia.mpi.gov.vn/default.aspx?ctl=article&menuid=170&aid=185&pagesize=10&page=0 http://kientruc.vn/tin_trong_nuoc/nganh-bat-dong-san-rui-ro-va-co-hoi/4881.html http://www.bbc.co.uk/vietnamese/vietnam/story/2008/12/081226_vietnam_gdp_down.shtml http://www.mofa.gov.vn/vi/ exhibit exhibit 1vni index and other stock market index during crisis 2006-2010 http://www.mofa.gov.vn/vi/ aylin gözen & prof. dr. beliz ülgen 166 (source: global stock exchange 2012) exhibit 2comparable firms and changing leverage for viet nam airline and tourism firms order no. company stock code comparable firm fl as current fl up 30% fl down 20% 1 ctc 68,1% 88,5% 54,5% 2 dlc dlv as comparable 40,7% 52,9% 32,6% 3 dlv pgt as comparable 63,3% 82,3% 50,6% 4 fdt pgt as comparable 60,7% 78,9% 48,6% 5 hot pgt as comparable 15,6% 20,3% 12,5% 6 pdc 36,2% 47,0% 29,0% 7 pgt 7,1% 9,2% 5,6% 8 tct 10,1% 13,2% 8,1% 9 ttr 16,3% 21,2% 13,0% 10 mas 62,6% 81,4% 50,1% average 38,1% 49,5% 30,5% (source: viet nam stock exchange 2012) international journal of commerce and finance, vol. 7, issue 2, 2021, 122-139 122 effects of taxation on the gross turnover of sme's in uganda ismail dirie, (ma.) istanbul commerce university, turkey submitted: 17.07.2021 accepted: 20.08.2021 published: 02.12.2021 abstract: this study was undertaken to assess the relationship between tax liability and gross turnover of small and medium enterprises over a period from 2002 to 2018 in uganda. it aimed to determine the relationship between taxation and gross turnover of small and medium enterprises, as well as economic growth. the specific objective of the research was to evaluate the effect of tax rates on the gross turnover of small and medium enterprises. primary data was obtained from respondents inform of surveys while the secondary data, tax liability and gross turnover, was collected from uganda's revenue authority sources. the study adopted the granger causality test, unit root test, and stability test and the following findings were determined: first, taxation negatively affects the gross turnover of smes.the outcome of the granger causality test indicates that there is a statically significant negative relationship from taxation to gross turnover by 0.0372 at a 95% significance level. second, there is a negative relationship between taxation and gross turnover which hurts the growth of the economy. this means an increase in taxation causes a decrease in economic growth. the study concluded that the effect of taxation on the gross turnover of smes is due to high rates of tax on one hand and taxpayers who don't know their tax obligation on the other hand. the study provides evidence that help policy makers and the state to balance the requirements and the objective of smes for profit and growth. there is a need for tax restructuring, as well as tax education to taxpayers. i̇smail dirie 123 key words: taxation, gross turnover, granger causality test jel code: m13, h25, and f30. 1. introduction economic growth is an increase in the total production or revenue in a country during a particular time (poulson, 2008). taxes are money received from residents of a country, who have a taxable income.nsmall and medium enterprises in uganda account for 90 percent of total establishments in three key economic sectors, namely manufacturing, services, and agriculture. large establishments account for 10 percent. . the presence of small and medium enterprises in the manufacturing, service, and agriculture sectors are 49 percent, 33 percent, and 8 percent respectively. (balunyawa, 2006). the employment generated by small and medium enterprises was approximately 2.5 million workers of total employment of 4.0 million in the three main sectors. the role of small and medium enterprises is demonstrated by their contribution to the output and value-added, ush 500 million and ush 200 million respectively. in terms of share contribution, small and medium enterprises accounted for 68.4 percent of the total output and 49 percent of value-added. it is noted that small and medium enterprises in the agriculture sector contributed the largest share, 88.8 percent, and 65.3 percent respectively. smes in the manufacturing sector saw a 40 percent contribution in output and 29.1 percent in value-added. (balunyawa, 2006). 1.1. statement of the problem despite the profound contribution of small and medium enterprises to the economic growth in uganda, the growth of these businesses continued facing risks that limit other entrepreneurs. though these businesses have succeeded in reducing overall unemployment, the number of small and medium enterprises going out of business has been increasing over the years effects of taxation on the gross turnover of sme's in uganda 124 (nsubuga, 2008). the case can be justified to higher tax rates or other factors which restrain the growth of these firms. the study is primarily carried out to test the relationship between tax rates and gross turnover of small and medium enterprises. why do tax rates cause firms to go out of business and reduce economic growth in uganda? we were interested in answering this research question. evidence on the relationships between taxation and gross turnover and economic growth put forward that taxation hurts gross turnover and economic growth. this is in line with the results of (atems, 2015), (stoilova, 2017), and (badri and allahyari, 2013). they have established that higher taxes do hurt economic growth in 48 states of the united states and 28 european union countries. 1.2 hypothesis of the study we test the bellow hypotheses linking taxation, gross turnover, and economic growth. theoretically, gross turnover serves as a vital source through which positive taxation transmits to economic growth. a premise follows that increased gross turnover of small and medium enterprises create employment and increase output level then contribute positively to productivity and growth. improving taxation systems, in turn, creates more opportunities, thereby increasing contributions to economic growth. therefore, the study develops the following null hypotheses for this study:  taxation does not granger cause gross turnover of small and medium enterprises of uganda;  gross turnover does not granger cause taxation on small and medium enterprises in uganda. 1.3 objectives of the study i̇smail dirie 125 the specific goal of the study is to determine the relationship between the gross turnover of small and medium-sized firms and taxation in uganda, using yearly data over the period from 2002 to 2018. specifically, the following issues were addressed;  assessing the effect of taxation on gross turnover of small and medium enterprises in uganda;  estimating impact of taxation on economic growth in uganda;  analyzing causal relations between taxation and gross turnover of small and medium enterprises. 2. literature review several studies were carried out to examine the relationship that exists between taxation, gross turnover, and economic growth. this section of the study looks at various empirical studies which investigated the relationship between taxation, gross turnover, as well as economic growth. the study carried out by skinner (1987) examined the relationship between taxation and gross turnover of small and medium firms to economic growth by using cross data and then it found out that there is a negative relationship which exists between taxes and gross turnover. other studies have the same outcome and these include (dowrick, 1992), (easterly and rebelo ,1993), (badri and allahyari ,2013), (zellner and ngoie, 2015), (canicio and zachary ,1975), (atems, 2015), (szarowska, 2010) and (stoilova ,2017). dowrick (1992) conducted a study on the organization for economic co-operation and development (oecd) countries from 1960 to 1985. the study established that there is a strong negative effect of taxation on gross turnover. (easterly and rebelo, 1993) discovered some effects of taxation on the gross turnover of sme's in uganda 126 measures of tax distortion to be negatively related to economic growth, however other tax distortions were less important when it comes to economic growth. badri and allahyagri (2013) examined the effect that taxation and gross domestic product render on employment by using iranian data from 1976 to 2007 basses on the autoregressive distribution model (ardl). the findings from the estimation of long-term and short-term patterns show that taxation does cause a negative effect on employment, while the gross domestic product does have a positive effect on employment. zellner and ngoie (2015) carried out a study to examine the impact of tax on economic growth by using the marshallian macroeconomic model in the united states from 1987 to 2008. the outcome showed that taxes tend to harm the growth of the economy. canicio and zachary (1975) examined the effects of taxation in zimbabwe using data over the period 1980 to 2012. the study used the granger causality test and vector error model to find out the existing relationship. the findings revealed that taxes affect resource allocation and cause distortion to the growth of the economy. szarowska (2010) carried out a study to examine the changes in taxation and the impact those changes have on economic growth in european union. the analysis was conducted using yearly panel data of twenty-four countries in the european union over the period from 1995 to 2008. the outcome revealed that there exists a significant negative relationship between taxation and gross domestic product. the study shows that a reduction of direct tax by 1% causes a growth rate of 0.43% in gross domestic product. stoilova (2017) researched to determine the relationship between tax structure and economic growth using data from 28 european union countries over the period from 1996 to 2013. the study used barro's endogenous model and discovered that total revenue affects the economy. i̇smail dirie 127 the study revealed that personal income tax has a positive impact on economic growth but corporate taxes have a negative impact on the growth of the economy. chigbu (2012) investigated the causality between small business gross turnover and taxation in nigeria for the period 1970-2009. the data gathered were analyzed with the help of econometric models such as augmented dickey-fuller, diagnostic tests, granger causality and johansen co-integration. the outcome from the econometric analysis showed that taxation as an instrument of fiscal policy affects the economic growth and taxation granger causes economic growth of nigeria. 3. data and methodology in this study, the effect of taxation on the gross turnover of small and medium enterprises and economic growth in uganda is analyzed using yearly data over the period 2002 to 2018. different sources were used to collect data on the variables that are used for this study. primary data was collected using surveys. the study picked 100 population of small and medium enterprises and afterward came up with a suitable sample size of 80 participants. gross turnover and tax liability were gathered from the uganda revenue authority. the study used the granger causality test to analyze the causal relationship between taxation and gross turnover. to test the relationship and the effect taxation has on gross turnover, the study used the granger causality test. a simple granger causality test involving two variables, taxation and gross turnover is written as 𝐺𝑇 = ∑ 𝑎𝑖𝑇𝐿𝑡−𝑖 𝑛 𝑖=2 + ∑ 𝐵𝑗 𝐺𝑇𝑡−𝑗 + 𝑈1𝑡 𝑛 𝑗=1 𝑇𝐿 = ∑ 𝑛𝑖 𝑇𝐿𝑡−𝑖 𝑛 𝑖=2 + ∑ 𝛿𝑗 𝐺𝑇𝑡−𝑗 + 𝑈2𝑡 𝑛 𝑗=1 effects of taxation on the gross turnover of sme's in uganda 128 testing the null hypothesis: h0: α= 0, this hypothesis means that tax liability does not granger cause gross turnover against the alternative hypothesis h1: α ≠ 0, this hypothesis means that tax liability does granger cause economic growth. similarly, testing h0: δ = 0, this hypothesis means that gross turnover does not granger cause tax liability against h1: δ ≠ 0, which means that gross turnover does granger cause tax liability. the study also used another econometric model to determine the impact of taxation on economic growth. the model runs a multiple regression analysis between gross domestic products, taxation, and gross turnover, and trade openness. linear regression equation 𝐼𝑁𝐺𝐷𝑃𝑡 = 𝑎 + 𝛽1𝐿𝑇𝑋𝑡 + 𝛽2𝐿𝑇𝑅𝑡 + 𝛽3𝐿𝐾𝑡 + 𝑢𝑡 (3.1) 𝐺𝐷𝑃𝑡 = gross domestic product 𝑇𝑋𝑡 = tax on gross turnover 𝑇𝑅𝑡 = trade openness 𝑘𝑡 = capital 𝛼 = constant 𝛽1, 𝛽2 𝑎𝑛𝑑 𝛽3 = slope coefficients the study undertook a test to see whether variables are stationary or non-stationary to exam the long-run relationship between variables. the augmented dickey fuller was used to examine the non-stationarity of the series variable in the levels and the first difference. the augmented dickey fuller is a modification of the dickey fuller test and the lagged values are part of the estimation of an equation as follows: ∆𝑍𝑡 = 𝜃 + (𝑃 − 1)𝑍𝑡−1 + 𝛾𝑇 + 𝛿∆𝑍𝑇−1 + 2𝑡 (3.2) i̇smail dirie 129 in the empirical analysis, the study used the philips and perron (pp) test because the adf tests do not take into account cases of heteroscedasticity and non-normality. the pp test is more suitable when the time series has serial correlation, as well as structural breaks. this test is based on the form of the equation below. ∆𝑍𝑡 = 𝜃 + (𝑃 − 1)𝑍𝑡−1 + 𝛾 (𝑡 − 𝑇 2 ) + 𝛿∆𝑍𝑟−1 + 3𝑡 (3.3) the study applied the ardl bounds testing to examine the relationship between economic growth and taxation in uganda. the ardl bounds testing to co-integration was invented by pesaran, shin, and smith (2001). this technique is employed to examine the long-run linkage between series of a different order of integration (pesaran, 1999) and (pesaran et al. 2001). co-integration mimics an existence of a long-run equilibrium among the economic time series of interest which cover over time. to keep long-run information intact, modeling time series is carried out with the help of co-integration. this model has become a frequently used model due to its advantages. it is advantageous when there is a single long-run relationship because the procedure of ardl can identify between dependent and explanatory variables. it assumes the relationship that exists between dependent variables and exogenous variables is a single reduced form of an equation. (pesaran, 2001). the model estimates the below conditional error correction models: ∆lgdp𝑡 = 𝛼1 + 𝛼𝑡 𝑇 + 𝛼𝐺𝐷𝑃 𝐿𝐺𝐷𝑃𝑡−1 + 𝛼𝑇𝑋 𝐿𝑇𝑋𝑡−1 + 𝛼𝑇𝑅 𝐿𝑇𝑅𝑇−1 + 𝛼𝑘 𝐿𝐾𝑡−1 + ∑ = 𝑝 𝑖 1𝛼𝑖 ∆𝐿𝐺𝐷𝑃𝑡 −1 + ∑ = 𝛼 𝑗 0 𝛼𝑗 ∆𝑇𝑋𝑡−𝑗 + ∑ = 𝑟 𝑘 0 𝑎𝑘 ∆𝑡𝑟𝑡−𝑘 + ∑ = 𝑠 𝑠 0𝛼𝑠 ∆𝐾𝑡−𝑠 + 1𝑡 (3.4) ∆ is the first difference operator. in the equation, t is the time trend, ∆gdpt is the gross domestic product, logtxt is the taxation inform of a logarithm, the trade openness is logtr and logkt is the capital. effects of taxation on the gross turnover of sme's in uganda 130 the procedure when it comes to the bound test, the f-test is used for examining the existence of a long-run relationship. it tests the joint significance of lagged level variables. below is the null hypothesis of the equation for the nonexistence of co-integration; 𝐻0 = 𝛼𝐺𝐷𝑃 = 𝛼𝑇𝑋 = 𝛼𝑇𝑅 𝑎𝑘 = 0 this is tested against the alternation hypothesis. 𝐻1 = 𝛼𝐺𝐷𝑃 ≠ 𝛼𝑇𝑋 ≠ 𝛼𝑇𝑅 ≠ 𝛼𝑘 ≠ 0 𝐻0 is rejected if the f-statistics exceed the upper critical value. but it is accepted if the fstatistics fall below the lower critical value. for the first case, the result is concluded in favor of co-integration but when the f-statistic occurs within two bounds, afterward the cointegration test turns out inconclusive. 4. findings 4.1 survey results table 1. effects of taxation on small business detail no. of respondents percentage greatly 40 50 moderately 25 31.25 fairly 0 0 does not affect 15 18.75 total 80 100 source: primary data taxes affect the profitability of business resources (mutebı, 2004). sales tax on small businesses greatly reduces it is profitability, limits it as leverage of growth, and creates poor i̇smail dirie 131 revenue performance, (asıo, 2004). as depicted in table 1, the findings indicate that 50% of the respondents saıd it affects greatly the survival of their businesses while 31.25% of the respondents asserted that sales tax moderately affects the survival of their business. 4.2 inferential analysis 4.2.1 unit root tests the study carried out unit root tests to check the validity of ardl method of cointegeration. ardl cointegeration method can be valid if the variables are stationary in the case of i(0) or i(1) or a mixed integrating order. the unit root teststhe augmented dickeyfuller test (adf) and the philips-perron test (pp) – are usually applied to verify whether each variable is stationary or not. as shown in table 2, the variables are not stationary at level form for both adf and pp tests. the result of first difference indicate that the variables in question are stationary at 1%, 5% and 10% levels of significance for both adf and pp tests. this implies that ardl model is valid. table 2: unit root test results level levels first difference vari variable adf p pp adf pp lgd lgdp -2.11 -2.11 pp -2.24 -3.96 -3.96** -3.88 -3.88** lk l lk -2.37 -2.37 -3.98 -3.98 -4.67 -4.67* -4.58 -4.58* ltr -3.51 -3.51 -3.57 -3.57 -5.00 -5.00* -5.35 -5.35* lta ltax -3.23 3.23 -2.66 -2.66 -5.28 -5.28* -9.97 -9.97* 4.2.2 bounds test to co-integration the ardl bound test is applied to check the existence of a cointegeration relationship among the variables. the findings are presented in table 3. the upper bound assumes that all regressors are i(1) and lower bound assumes that the regressors are 1(0). here, the null effects of taxation on the gross turnover of sme's in uganda 132 hypothesis of f-bounds test is that there is no cointegeration among variables. if the findings of the f-statistics is below the lower bound, the null hypothesis will be accepted. if the fstatistics is higher than the upper bound, the null hypothesis will be rejected and cointegeration among the variables is verified. since the calculated value of f-statistics is 8.53 which is higher than the upper bound at all levels of significance, the null hypothesis is rejected. the result indicate the existence of long-run cointegeration among the variables. table 3: bound test test statistics value significance i (0) i (0) i (1) i (1) f-statistics 8.531916 1% 3.66 3.66 4.67 4.67 k 5% 5% 2.77 2.77 3.66 3.66 10% 10% 2.38 2.38 3.3 3.3 4.2.3 estimation results of long-run and short-run elasticities as shown in table 4, the sign of the long-run coefficients of capital and trade openness are positive whereas the one of tax on gross turnover is negative. this means that capital and trade openness increase and tax on gross turnover decrease. the long-run elasticity for capital, trade openness and tax on gross turnover are 0.21, 0.48 and – 0.01 respectively, meaning a 1% increase in capital and trade openness is expected to increase economic growth by 0.21 and 0.48 respectively whereas 1% increase in taxes is expected to decrease economic growth by -0.01. this is in line with the results found by khobia, abel and le roux (2016). table 4: long run results variables coefficient t-statistics probability c 9.63 15.37 0.0013 lcapital 0.21 3.56 0.00 ltrade 0.48 7.67 0.00 i̇smail dirie 133 as shown in table 5 of short-run results, capital has a negative impact on economic growth and it is not significant at all levels of significance. it also shows that trade openness impacts economic growth positively and this is not the case at all levels of significance. also, the outcomes reveal that taxes have a negative impact on economic growth and are significant at 5% levels of significance. in table 5 of short-run results, the value of ecm is negative at a 5% level of significance. the estimate is of ecm (-1) tends to be -0.12. if the ecm is negative, it is said to support the results of the long-run relationship. as shown by the results, the deviations of short-run from long-run equilibrium are correct by 12.24 toward long-run equilibrium annually. table 5. short-run results variable coefficient t-statistics probability c lcapital -0.027 -1.25 0.22 ltrade openness 0.0343 1.697 0.10 ltax on gross turnover -0.0037 -2.206 0.03 ecm(-1) -0.1223 -1.98 0.05 openness ltax on gross turnover -0.01 -2.76 0.0094 𝑅2 0.98 dw 1.32 effects of taxation on the gross turnover of sme's in uganda 134 4.2.4. short-run diagnostics the study used the breush-godfrey test to examine serial correlation because the p-value of the serial correlation test tends to be insignificant. this implies that in the residuals of the models, there is no serial correlation. with the help of the breush-godfrey test, the study found out that in the residuals of the model, there is no heteroscedasticity since the p-value is significant. the test also was done to check for normality and the results show that the p-value of jarque-bera tends to be greater than 0.1. it means that the residuals are normally distributed. the results indicate the short run not to be spurious because of durbin-watson statistics which was found to be greater than 𝑅2 . table 6. diagnostic test 4.2.5 stability test the study applied the cumulative sum of recursive residuals (cusum) and cusum of recursive residuals to examine the stability of long-run parameters. the null hypothesis cannot be rejected at a 5% level of significance if the plot of the test is within the critical limits. here the short-run and long-run estimates tend to be efficient and reliable because the test lies between the upper and lower critical limits. it indicates the model is stable. f f-statistics p probability test bg serial correlation test 1.55 1.55 0.22 0 .22 bpg heteroscedasticity test 1.63 1.63 0.17 0.17 normality 0.168 0.93 0.93 i̇smail dirie 135 figure 1: plot of cumulative sum of recursive residuals 16 12 8 4 0 -4 -8 -12 -16 88 90 92 94 96 98 00 02 04 06 08 10 12 14 16 effects of taxation on the gross turnover of sme's in uganda 136 figure 2: plot of cumulative sum of squares of recursive residuals 1.4 1.2 1.0 0.8 0.6 0.4 0.2 0.0 -0.2 -0.4 88 90 92 94 96 98 00 02 04 06 08 10 12 14 16 4.2.6 granger causality test table 7. causality test the outcome of the granger causality test indicates that there is a statically significant negative relationship from taxation to gross turnover by 0.0372 at a 95% significance level. i̇smail dirie 137 as shown in the table there exist a causal relationship between tax liability and gross turnover at 0.0372 but in one direction so that changes in tax liability have effects on gross turnover and not vice versa, where tests showed causal there was no effect of changes in gross turnover on tax liability. this means that an increase or a decrease in tax liability can affect and causes gross turnover at a 95 % significant level. on the other hand, gross turnover does not seem to granger cause tax liability. this suggests that information about gross turnover in past periods cannot explain the behavior of tax liability in the present time. 5. conclusion this paper has examined the relationship between tax liability and gross turnover of small and medium enterprises in kampala using descriptive statistics from the primary sourced data.it as well as used secondary data obtained from uganda revenue authority for causality tests over the period from 2002 to 2018. the outcome revealed that the majority of small and medium business owners in kampala city are male, literate, and also it was observed that the majority of the businesses of this kind do not last for more than three years in operation. the study also employed the autoregressive distribution lag (ardl) approach to cointegration to examine the short-run and long-run relation among the variables in the question. the outcome shows that taxes have a negative impact on economic growth and are significant in the shortrun and long –run. this is in line with atems (2015), stoilova (2017), and badri and allahyari (2013) the results showed that most small and medium enterprises are not registered for tax and the ones that are registered for taxes get low after-tax returns. due to a lack of awareness of tax obligation upon small and medium enterprises, these businesses fail to meet their obligations and as result this they go out of business. effects of taxation on the gross turnover of sme's in uganda 138 granger causality was used to test the causal relationship between taxation and the contribution of the gross turnover of small and medium enterprises to economic growth. the results show that there is evidence of unidirectional causality between tax liability and the gross turn of small and medium enterprises in kampala. the direction of causality runs strictly from taxation to gross turnover to economic growth. finally, for the case of kampala, this paper provides a suggestion for policymakers that taxation substantially affect the economic growth. the study recommends that government authorities should consider tax restructuring to help small and medium enterprises so as for these firms to contribute to economic growth. it also suggests that authorities responsible for tax collection and administration like ura (uganda revenue authority) play important role in providing tax educatıon programs to taxpayers, especially small business enterprises. this should be done through various platforms such as newspapers, local radio, and television stations. the tax education should be carried out in languages that taxpayers can understand. the tax collectıng body should also undertake a nationwide registration exercise for all small firms since a majorıty of them are not registered. references atems, b. (2015), “another look at tax policy and state economic growth”, economic letters, 127(1), 64-67. badri, a. and allahyari, s. (2013), “an analysis of the effects of taxes and gdp on employment in iran’s economy”, european journal of natural and social science, 3(3), 1546 1553. balunyawa, w. (2006), ıncome tax administration ın uganda, prentice, kampala. canicio et al., (2014), “causal relationship between government tax revenue growth and economic growth”, journal of economics and sustainable development , 5, (17), 10-21. chigbu, e. et al., (2012), “an empirical study on the causality between economic growth and taxation in nigeria”, journal of economic theory, 4,(2), 29-38. dowrick, s. (1992), “estimating the impact of government consumption on growth”, growth accounting and optimizing models, australian national university. mimeo.economics letter, 116(2), 161-165. i̇smail dirie 139 easterly, w. and rebelo, s. (1993), “fiscal policy and economic growth, journal of monetary economics”, 32(3), 417-458. nsubuga, d (2008), the role of small-scale busıness ın uganda's economy, prentice publishing, kampala. pesaran, m. and shin, y. (1999) “an autoregressive distributed lag modeling approach to cointgeration analysis”, in s. strom (ed.), poulson ,w. and kaplan , g. (2008), “state income taxes and economic growth”, cato journal, 28(1), 53-71. skinner, j. (1987), “taxation and output growth”, nber working paper series, nber, massachusetts, usa, 2000. stoilova, d. (2017), “tax structure and economic growth”, contaduría y administración, 62, (3), 1041–1057 szarowska, i. (2010), “changes in taxation and their impact on economic growth in the european union”, acta universitatis agriculturae et silviculturae mendeleianae brunensis, vol. 59, no. 2, pp. 325-332. zellner, a. and ngoie k. (2015), “evaluation of the effect of reduced personal and corporate tax rates on growth rates of the u.s economy”, econometric reviews, 34(1), 56-81. international journal of commerce and finance, vol. 5, issue 2, 2019, 22-30 22 financial inclusion in africa through mobile money services: a swot analysis of mobile money services: evidence from bukavu in dr congo kulondwa safari universite evangelique en afrique, the democratic republic of the congo lukogo chanceline universite evangelique en afrique, the democratic republic of the congo abstract financial inclusion has been proved as a strategy to fight poverty. africa is a continent where the poverty rate is high and the financial sector is not developed. the continent needs more financial innovation and an increase of financial access to fight these problems. mobile money, a mobile based financial service has been including more and more people in the financial system and the sector is growing. a lot of studies grew interest in this new financial service but none studied the system strategically. this study uses the strategic approach swot, completed by tows matrix to ascertain the current status and the future of mobile money services. the results revealed several strengths and significant opportunities for the system as well as its weaknesses and threats. several strategies are proposed afterward. keywords: mobile money, swot analysis, financial inclusion, africa 1. introduction according to data from the findex survey of the world bank, financial inclusion in sub-saharan africa increased significantly from 23% in 2011 to 43% in 2017. the rate of financial inclusion in africa is low compared to the other continents (zins and weill, 2016). the region-wise examination of financial inclusion by region index prove that the northern african nations have the highest financial inclusion rate, the east african nations follow which are among the poorest economies in the world (sankaramuthukumar and alamelu, no date).providing more people with access to financial services is considered as a way to alleviate poverty as well as boosting economies (owen and pereira, 2018). the increasing use of mobile phones and internet is significantly impacting financial inclusion through different services offered (evans, 2018) (gosavi, 2015). the use of mobile phones to provide financial services in africa has become a way of enabling unbanked people to access financial services (alfred, maureen and were, 2017).mobile phone has become an instrument that allows users to access financial transactions through a system called m-pesa (munyegera and matsumoto, 2016). with the use of mobile phone based technology, in the past 10 years mobile money has provided a safe and fast peer-to-peer money transfer transactions, saving facilities as well as cash payment systems to people who did not have access to financial services before (lepoutre and oguntoye, 2018). m-pesa is a mobile money service with its first success in kenya. after its success several private and public actors copied its business model across africa (lepoutre and oguntoye, 2018). without any doubt, mobile banking is an instrument in boosting economies to allow the unbanked to access financial services (mwangi and brown, 2015). providing financial services through mobile phones is considered as the missing channel by development economists whose access to payments, credits and savings using this new technology is an opportunity for people previously difficult to serve to access financial services (suárez, 2016). mobile money services are increasing and expanding in countries, however the literature did not sufficiently provide a full strategic analysis of mobile money services. this study sought to fill this information gap by assessing the current status and future of mobile money in a strategic approach. in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e financial inclusion in africa through mobile money services: a swot analysis of mobile money services: evidence from bukavu in dr congo 23 objective of the research:this study intends to carry out the strategic analysis swot of mobile money services in africa, to ascertain its viability and to propose solutions to strengthen it. the paper is organized as follows: section 1 present the introduction, section 2 present the literature review, section 3 present data and methods, the results and findings of the study are presented in section 4 and finally section 5 conclude the paper. 2. literature review 2.1 definition and origin of mobile money services mobile money is a mobile phone based technology that provides financial transactions in a safer and quicker way across a vast geographical space (gosavi, 2018). it’s not easy to appreciate evolution of retail electronic payments systems. for approximately 50 years, most of the industrialized countries have been using plastic credit cards and other payment tools. back in 1900 most people used cheques, cash, bank drafts, store credit recorded in a paper ledger as well as a merchant’s memory for their payments. mobile money came out from the past 50 years of looking for a value chain in the payment transactions: developing new payment systems to promote ‘efficiencies’ as well as to produce revenue through different transaction fees. (mas and radcliffe, 2010) cited by (maurer and maurer, 2012). safaricom in kenya is the pioneer of mobile money services in africa with the introduction of m-pesa. m-pesa is a money transfer service using text messages that allows users to send, deposit, and withdraw money with their mobile phones. a bank account is not needed to carry out the different transactions, which they could perform at any mobile money provider agent’s place of activity. enrollment and deposits are free of charges while other transactions are charged to make the system affordable for every user. this system was the first program using that business model in kenya and did not face competition for almost two years after its creation. the idea behind m-pesa was created by vodafone in the united kingdom to enhance financial inclusion and provide financial services to the “unbanked.” safaricom launched a pilot program in 2005 and 2006 with less than 500 users in the region of nairobi( sarit m., charlotte s.r, 2017b) several authors got interest in mobile money services: use of mobile money based on the gender (ngumbu and mulu-mutuku, 2018), mobile money and development (meniago and asongu, 2018), (meniago and asongu, 2018), intention and adoption of mobile money (osei-assibey and osei-assibey, 2015), attitude towards using m-money (chauhan, 2015), user continuance intention towards m-pesa (parijat u., saeed j., 2016) (osah o.mickael k., 2017) mobile money and productivity(gosavi, 2018),… in line with our research problem, we present below some studies on the growing of mobile financial services and mobile money. 2.2.growing of mobile financial services & mobile money omigie, zo, rho, & ciganek, (2017) pointed out that mobile financial service market is expanding and is replacing traditional financial services. it is important therefore to deeper understand the underlying service value that determines customer choice behavior to use mobile financial for market success and sustainability. their study results are relevant for attracting prospective users and give insights for managers to attain and sustain competitiveness in the mobile financial services market. mutsonziwa (2016) find out that mobile money in the sadc (southern africa development community) region is significantly increasing financial inclusion. while some people are benefiting mobile money services, it is crucial to point out that there are people who do not have access to services from formal financial system. poverty is a main explanatory factor for not using mobile money services. mutsonziwa & maposa (2016) revealed that mobile money in zimbabwe came out at the good moment and users are now enabled to access financial services in an efficient, reliable, secure and cost effective manner. kulondwa safari 24 3. data and methods 3.1. data collection we used questionnaires and interview as data collection instruments. 100 people who are using mobile money services were interviewed within the city of bukavu and the choice of the person to interview was random. they filled the questionnaires themselves or with the help of the interviewer. 3.2. analysis of data approach having regard to the gaps in the literature, the objective of this paper is to conduct and report the findings of a swot analysis of mobile money services in drc. the acronym swot represents strengths, weaknesses, opportunities, and threats (azubuike et al., 2018). we carried out a swot analysis to analyze the positive and negative factors as well as internal and external factors that might have affected the growth of mobile money use in drc. this method has been used by many authors in their studies. a swot analysis (also called swot matrix) is a structured planning method used to examine the strengths, weaknesses, opportunities, and threats associated with a project, a firm or any other business activity (shi, 2016). piercy, giles, piercy, & giles (1998) argued that swot analysis is the most used practical analytical tool for strategic planning by executives and consultants. 4. results and discussion this section presents the different outcomes from our study in line with our research objectives. the characteristics of our respondents, the swot matrix as well as the tows matrix are presented in this section. 4.1. characteristics of respondents 4.1.1. demographic characteristics table 4.1. variables frequency percentage marital status married 30 30% single 59 59% divorced 11 11% total 100 100% education primary school 3 3% high school 22 22% university 75 75% total 100 100% sex male 68 68% female 32 32% total 100 100% figure 1 the table below shows that 30% of the people surveyed were married while 59% were single. the majority 75% hold a university degree, while 22% hold only a high school degree. the male was 68%, while the female was 32%. financial inclusion in africa through mobile money services: a swot analysis of mobile money services: evidence from bukavu in dr congo 25 4.1.2. economic characteristics table 4.2. variables frequency percentage employment status employed 8 8% self employment 29 29% unemployed 15 15% student 48 48% total 100 100% monthly income 0 to 100$ 58 58% 101 to 250$ 18 18% 251$ to 500$ 15 15% 501 tp 1000$ 5 5% 1000$ and more 4 4% total 100 100% the figure shows that 66% of people interviewed were employed and 15% unemployed, 48% were student. most of people in our sample are earning less than 100$ per month. this is because mobile money is mostly used by low income people. table 4.3. variables frequency minimum maximum mean numbers of years as user 100 1 5 2,27 amount of transanction 100 1 200 19,73 amount of savings 100 1 500 34,06 this table shows that the average years of use of mobile money services is 2.27, this indicates that the services money is a new service in the area. the maximum of transactions is valued to 200 us dollar, this prove that until now mobile money service is used mostly for transactions with limited amount and small transactions. 4.2. usage of mobile money services table 4.4. variables frequency percentage mobile money services provider airtel money 67 50% orange money 16 16% m-pesa 17 34% total 100 100% mobile money transaction used mostly money transfer 30 30% deposit/ savings/withdrawls 44 44% purchase of goods and services 8 8% buying airtime 18 18% total 100 100% kulondwa safari 26 raison of using mobile money speed in use 25 25% its accessibility 39 39% its low cost 11 11% more easy to use 17 17% get discount and bonus 8 8% total 100 100% owning a bank account yes 53 35% no 47 65% total 100 100% mobile money providers operating in bukavu are airtel money, m-pesa, orange money respectively for 50%, 34%, and 16%. airtel money is the service which is mostly used in bukavu town. people use mobile money services mostly for savings followed by money transfert, purchase airtime and last purchase goods/services. okello et al., (2018) find out that savings and withdrawls transactions are leading financial services transacted through mobile money in uganda; while narteh, mahmoud, & amoh (2017) find out that in ghana money transfert via mobile money is the most used service. most of people use mobile money services for its accessibility. many people interviewed own also a bank account, this show that they are using mobile money not to substitute bank services, but to complete them. 4.3. swot matrix analysis the responses from interviews were compiled to get the matrix below. table 4.5. variables frequency percentage strenghts speed services 33 33% low cost of transaction 12 12% availability 36 36% accessibility 15 15% total 100 100% most people interviewed (36%) find that it is easy to use mobile money services anytime and anywhere using their mobile phones. the transaction reflects directly in the phone of customers. the availability of the service anywhere is also relevant for customers and the service can be used anywhere depending of the availability of the network. some customers consider also the service as cheap. weaknesses difficulty of access 22 22% high transaction cost 28 28% liquidity problems 17 17% lack of information 33 33% total 100 100% according to 33% of our respondents the first weakness of mobile money is the lack of information for non-users. most of people are not enough informed about mobile money services. our respondents argued that the service is expensive. the charge for sending money or withdrawal money is expensive. in some areas it’s difficult to access mobile money services, especially deposits and withdrawal due to the long-distance needed to cover in order to reach an agent of mobile money services for that particular purpose. the problem of liquidity is also relevant due to the fact that a customer who needs to deposit or withdraw money have to visit many agents sometimes because the first agent doesn’t have enough money in his account or enough cash to deliver. financial inclusion in africa through mobile money services: a swot analysis of mobile money services: evidence from bukavu in dr congo 27 table 4.6. variables frequency percentage opportunities quick growth 16 16% easy adoption 16 16% possibility of diversification 27 27% change of attitude/mentality 41 41% total 100 100% the first opportunity of mobile money services is the change of customer’s attitudes according to our respondents (41%). people have understood the advantage of the service and have adopted it easily. our respondents argued that the mobile money services are growing, people adopt it easily and accounts are easily created, hence there is a huge potential for the market to grow. they explained that mobile money services providers can diversify the activity and add other services like loans, payment methods… threats exchange rate instability 21 21,0 network disturbance 39 39,0 cyber attack 19 19,0 bankrupt of financial institutions 21 21,0 total 100 100% according to 39% of our respondents, disturbance of the network could lead people to abandon the service. it happens to not access airtime balance check for a while when there is a network disturbance. respondents are expecting the same risk for their mobile money accounts. the instability of the exchange rate could discourage people to use mobile money services especially the account in national currency. people fear cyber-attack and are expecting risks related to cyber-attack for mobile money services, they are not very sure about the security of the system. it happens in the past for some network operators to go bankrupt or to be sold in the region. using financial services based on a network operators sound very secured for customers. 4.4 tows matrix with regards to the swot matrix, it’s relevant to propose some strategies to make the mobile money services more efficient. tows matrix is used to ascertain the different strategies. according to suhana m., sedigheh m.i, suhaiza z.i, (2017) the matrix could be used by managers and consultants to examine the situation and develop key strategies as well as actions to undertake. the dimensions of tows matrix are shown as below:  s-o (strengths-opportunities): give key strategies that could maximize the strengths by taking advantage of external opportunities.  w-o (weaknesses-opportunities): give key strategies to overcome weaknesses by taking advantage of external opportunities.  s-t (strength-threats): give key strategies to enhance strengths through decreasing the impact of external threat. kulondwa safari 28  w-t (weaknesses-threats): give key strategies with the objective of reducing internal weaknesses and external threats. table 4.7. so strategies mobile money services providers should take advantage of the growing of the sector to improve the accessibility and availability of the service through the facilitation of creation of more agents’ offices/access point. the service should also diversify in order to increase the access for more people to financial services via mobile money. st strategies mobile money services providers should make sure there is no network disturbance in order to guarantee speed services. wo strategies mobile money services providers should take advantage of the growing of the sector to reduce the difficulty in accessing the service as well as the transaction cost. the change of attitudes should help the mobile money service providers to advertise more about their services in order to get more subscribers/customers. wt strategies mobile money services should improve their risk management (technical, cyber and finance) and make sure there is no problem of liquidity in the agent’s offices/points. 5. conclusion it has been proved that financial access can help to fight poverty. africa is facing problems of poverty and mobile money is a tool of financial inclusion. understanding the current status and analyzing the future of mobile money services strategically is relevant. this study used the strategical analysis tool swot to achieve its objective. our main findings can be summarized as follow. mobile money services have strengths and weaknesses as well as opportunities and threats. to begin with, the answers of our respondents compiled shown consistently that the mobile money services strengths are the speed of services, the low cost of transaction, the availability of the service, the accessibility of the service those strengths are dealing with the following weaknesses: the difficulty of access to the service in some areas, the high transaction cost, the problems of liquidity for agents and the lack of information for non-users. secondly the opportunity of the service are the growing sector of mobile money services, the facility to adopt the service, the possibility for diversification as well as the change of customers attitude in the future, the following facts could threaten the mobile money services: the exchange rate instability, the network disturbance, the risk of cyber-attack, and the risk of bankrupt from the service provider. several strategies were proposed through a tows analysis among others the creation of more agent offices/access point, advertisement, and the creation of risk management positions within services providers’ organization. acknowledgements special thanks to kwindja q. for the comments. all errors and omissions are ours. funding this research did not receive any specific grant from funding agencies in the public, commercial, or not-for-profit sectors. financial inclusion in africa through mobile money services: a swot analysis of mobile money services: evidence from bukavu in dr congo 29 references alfred, s., maureen, t. and were, m. 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(2016) ‘the determinants of financial inclusion in africa’, journal of advanced research. university of cairo., 6(1), pp. 46–57. doi: 10.1016/j.rdf.2016.05.001. world bank findex survey international journal of commerce and finance, vol. 3, issue 1, 2017, 51-58 a strategic differentiator in global competition: talent management mehmet saim aşçı, (phd) istanbul medipol university, istanbul abstract: when the gift called talent meets success, it becomes so intense that no force in the world can stop it. if one works with a team with the right talents, the decision-making and implementation processes will be much faster. companies focus on capital, information technologies, equipment and top quality processes and act accordingly, but the most important factor of all is “human”. what makes good companies truly big is their ability to attract and keep the right talents. it is difficult to find young talents, and it is even more difficult to retain them. to maintain a competitive advantage in today’s world, retaining the best talents in the organization with commitment is just as important as finding them. today, the best and the brightest must be included in the team to maintain a competitive advantage. companies that lose their key employees may miss very important business opportunities. the realization that the most important source that feeds the sustainable competitive advantage is talent has led the management to focus all its attention on talents. the increase in the importance attached to talent has helped employees have improved self-confidence and allowed them to turn their creativity into a competitive advantage. from this perspective, talents have allowed for the introduction of new approaches for employees in the management process. this study attempts to explain concepts of functionality, vitality, developing commitment, creating engagement, accountability, which are the key success factors of talent management processes, as well as obstacles to and disadvantages of talent management. keywords: talent management, competitive advantage, human resources management 1. introduction a literature review shows that the word talent has been used to mean different things for centuries and transformed in time. the word talent refers to individuals who have special skills. in a business context, these skills are important for the organization. the lack of such skills may cause an actual crisis for the organization. also, these skills are difficult to copy for other organizations and improving skills takes time (born and heers – dea, 2009: 2). in an individual context, talent is defined as “the set of superior capabilities, the inherent power which determines the thinking, feeling and acting quality of the individual, is reflected in productive practices when turned into behavior, potentially raises the individual to a level of mastery, and manifests itself as high performance and success” (akar, 2012: 32). in business life, on the other hand, talent is defined by mckinsey & company managementconsulting firm as “the sum of a person's abilities… his or her intrinsic gifts, skills, knowledge, experience, intelligence, judgment, attitude, character and drive. it also includes his or her ability to learn and grow” (beechler and woodward, 2009: in an individual context, talent is defined as “the set of superior capabilities, the inherent power which determines the thinking, feeling and acting quality of the individual, is reflected in productive practices when turned into behavior, potentially raises the individual to a level of mastery, and manifests itself as high performance and success” (akar, 2012: 32). in business life, on the other hand, talent is defined by mckinsey & company management-consulting firm as “the sum of a person's abilities… his or her intrinsic gifts, skills, knowledge, experience, intelligence, judgment, attitude, character and drive. it also includes his or her ability to learn and grow” (beechler and woodward, 2009: 274). most large international businesses consistently define talent as employees who exhibit high potential for both today and tomorrow. talents are those who show a high performance and keep improving in their current position, they are mobile and have potential and desire to improve more in other significant positions as well (makela, björkman and ehrnrooth, 2010 : 137). today, market conditions change constantly, the phenomenon of globalization spreads in waves and extraordinary developments in information technologies and multinational growth and competition strategies in business make it necessary to develop new approaches in fields of management and organization (çavuş, 2008: 21). in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e 52 mehmet saim aşçı http://ijcf.ticaret.edu.tr new concepts have emerged with the development of contemporary management techniques. new practices are seen in the field of science and business. although it is not possible to draw exact boundaries, contemporary management approaches and techniques such as total quality management, change management, crisis management, downsizing, learning organization, restructuring, conflict management, stress management, outsourcing, empowerment, cross cultural management (çavuş, 2008: 22) and the talent management approach have been gaining traction since 1990s (şahin, 2015: 8). in spite of the information available on the importance of talent development and large sums of money allocated for systems and processes to supper talent management, a surprising number of companies still have difficulty in filling key positions, which limits their growth potential considerably. shortcomings experienced in finding high-potential employees to fill strategic management positions in the company lead to significant problems. although companies possess talent processes, these practices may have lost the relevance with what the company needs to grow and spread in new markets. practices and supplementary technical systems of a company may be strong and up-to-date, but if senior managers do not show a strong commitment to the purpose, talent management will not be successful. passion must start from the top and be a part of the company culture. otherwise, talent management processes may deteriorate easily and turn into bureaucratic routines. today, defective processes and indifference of managers have tangible costs. companies may lose new deals worth millions of dollars to their new competitors due to their inability to find talents to implement their growth strategies (ready and conger, 2008 : 72 – 73). companies which see the future with confidence marry functionality, rigorous talent processes that support strategic and cultural objectives, and vitality, an emotional commitment by management that is reflected in daily actions. this enables them to develop and keep key employees and fill positions quickly to meet evolving business needs. this requires companies to work hard to incorporate talent processes into their dna (ready and conger, 2008 : 74 – 75). 2. functionality processes must strongly support objectives such as driving performance and creating an effective climate. performance and climate are inseparably connected. if the company fails to create the appropriate climate internally and live up to its promises, it will not be able to achieve strategic objectives and reach the desired growth. functionality refers to the processes themselves; i.e. the tools and systems which enable a company to put the right people with the right skills in the right place at the right time. at this point, it is very important to link processes to the company’s objectives. the talent management process should start with creating talent pools to monitor and manage careers of highpotential employees within the company and employees in these pools should have the potential to be promoted to senior management roles within three to five years and then to top management roles in the long run. individuals in these pools should be selected from those who work in positions which require high potential, going beyond usual job definitions, forcing oneself and acquiring new skills (ready and conger, 2008 : 75 – 80). as high-potential employees climb the ladders, they should move through a portfolio of high-level jobs which are categorized based on strategic challenges, the size of the business and complexity of the market. each role should serve as a springboard for leaders who show the potential to become top managers. however, the lion’s share of development takes place on the job, with the support of immediate manager and help from mentors and teammates. for example, a typical marketing manager will have worked with many brands over a certain period. a finance manager will have gone through various assignments, ranging from financial analysis to treasury to auditing to accounting. most managers should also be placed on important multifunctional task forces or project teams. new postings and task force participation challenge employees and signal to managers that the company will always offer new opportunities. also, upper-management employees should be tracked using a technology-based talent management system. the system should capture information about succession planning at the country, business category, and regional levels; include career histories and capabilities, as well as education and community affiliations; identify top talent and their development needs, and track diversity. an ethical talent management practice requires close attention to the effectiveness of recruiting processes. also, the system requires an evaluation of the success rate of key promotions. a strategic differentiator in global competition: talent management 53 http://ijcf.ticaret.edu.tr 3. vitality while functionality is about focusing the company’s talent management processes on producing certain outcomes; vitality is about the attitudes and mindsets of the people responsible for those processes. unlike processes, which can be copied by competitors with some effort, passion is very difficult to duplicate. it is possible to say that the vitality of a company’s talent management processes is a product of three characteristics: commitment, engagement, and accountability (ready and conger, 2008 : 86 – 90). 4. developing commitment principles such as hiring at entry level and building from within have undeniable effects on developing commitment. it is a useful practice to establish a college intern program that offers the chance to assume real responsibility by working on important projects with the full resources of the company to gain commitment early. extensive intern programs can be a drain on an organization because of the time that managers must spend sponsoring, coaching, and advice the interns. however, converting interns to full-time employees at a high percentage compensates for the investment with high-quality hires who can hit the ground running. 5. creating engagement engagement reflects the degree to which company leaders show their commitment to the details of talent management. within the context of talent management, the company should engage employees in their career development the day they start with the company. they should work with their hiring managers to plot moves that will build their career. the purpose is to view job assignments through a career development lens. university recruiting is an important activity, and senior managers should personally monitor the whole process. these executives should bolster ties with educational institutions to hire only graduates with outstanding track records in both academic and nonacademic performance.to this end, the company may fund research, make technology gifts, participate in the classroom, and judge case study competitions. sending new hires to events organized by the company will give them a chance not just to meet one another and members of the leadership team, but also to share their ideas about the company. 6. ensuring accountability all stakeholders should be held accountable for doing their part to make talent management systems and processes robust. because talent management is both a leadership responsibility and a business process. all executives should be held accountable for identifying and developing the company’s current and future leaders.they should be evaluated and compensated for their contributions to building organizational competence, not just on their performance.executives should also be held accountable for maintaining honesty in the talent management process. leaders have long said that people are their companies’ most important assets, but making the most of them has acquired a new urgency. any company aiming to grow has little hope of achieving its goals without the ability to put the right people on the ground, and fast. companies focus on capital, information technologies, equipment and top quality processes and act accordingly, but the most important factor of all is human. decisions related to individuals in the company are the most -perhaps the onlyimportant control mechanism of the organization. the performance capacity of an organization is determined by individuals in the organization. the organization cannot achieve more than the capacity of individuals in the organization allows. the efficiency of the human resource is the factor that determines the performance of the organization. the efficiency of the human resource depends on basic decisions related to employees such as who the company hires, who the company dismisses, who the company assigns to which task (drucker , 2004: 117). the executive should not depend on his or her insight and knowledge about individuals but apply the process which consists of dull and careful steps (drucker, 2004: 117). 54 mehmet saim aşçı http://ijcf.ticaret.edu.tr when it comes to decisions related to people, there is no such thing as flawless decision-making. the executive should accept the failure of any recruitment, assignment or promotion decision. blaming the employee with low performance means avoiding responsibility. the management is responsible for removing the employee with low performance. if the incompetent or weak employee is allowed to continue his or her job, this will lead to low morale in the entire organization and other employees are punished, so to say. however, an individual is not a bad employee who needs to be dismissed from the company just because he or she failed to show the desired performance. it merely means he or she is the wrong person for the job (drucker, 2004: 121). 7. authority and responsibility in talent management a company’s talent management process consists of certain stages, and it is only as strong as the weakest link of these executive process (ready and conger, 2008: 78). for this reason, responsibilities of the top management and also the middleand low-level management and the talent management are important. leaders should develop a mentality to build the momentum to grow talent and enhance performance within the organization and adopt a clear attitude which will allow everyone in the organization understand talent is required for the performance of the job (cheesese et al., 2008 : 222). human resources departments are also responsible for talent management. talent management should be one of the top priorities within specific strategies set out by the human resources management so that the organization may achieve the objective of “winning the war for talent” (armstrong, 2006: 126). talent management should be the vision and mission of human resources managers (atlı, 2010: 12) and one of the main responsibilities of the human resources team should be effective communication and coordination with topand middle-level management and talent managers about talent management practices (akar, 2012 : 63). today, companies seek ways to benefit from not only employees’ labor or knowledge, but also their mental power, available skills, and potential skills as much as possible. throughout the world, top executives attach more importance to efforts to this end. for this reason, a change and transformation process is now taking place about companies’ perspective and practices related to employees. it seems that talent management stands out as one of the most significant and critical fields of practice for human resources management so that the change and transformation process may achieve its goals promptly (alayoğlu, 2010: 77). a strategic differentiator in global competition: talent management 55 http://ijcf.ticaret.edu.tr 8. talent and company environment as we have pointed out above, performance and climate are intertwined, and if the company fails to create the appropriate climate internally and live up to its promises, it will not be able to achieve strategic objectives and reach the desired growth. executives aiming to ensure employee satisfaction and high performance should not ignore the socialization and cooperation level of the company. executives may take the following measures to improve socialization (goffee and jones, 1999: 38 – 40): • recruiting compatible people -people who naturally seem likely to become friendswill promote the sharing of ideas, interests, and emotions. before hiring a candidate, for instance, a manager might arrange for him or her to have lunch with several current employees to get a sense of the chemistry among them. trying to find employees who share interests and attitudes can even be stated as an explicit goal. • arranging casual gatherings inside and outside the office, such as parties, excursions or even book dubs will increasing social interaction among employees. these events might be awkward at first, as employees question their purpose or simply feel odd associating outside a business setting. one way around this problem is to schedule such gatherings during work hours so that attendance is essentially mandatory. it is also critical to make these interactions enjoyable so that they create their own positive, self-reinforcing dynamic. sometimes this orchestrated socializing requires spending money. however, managers can consider the expenditure a good investment in long-term profitability. • reducing formality between employees will encourage socializing. managers can encourage informal dress codes, arrange offices differently, or designate spaces where employees can mingle on equal terms, such as the lunchroom or gym. • the will to win should be stimulated. managers can hire and promote individuals with drive or ambition, set high standards for performance, and celebrate success in high-profile ways. • commitment to shared corporate goals should be encouraged. to do so, managers can move people between functions, businesses, and countries to reduce strong subcultures and create a sense of one company. candidates that show promise carry the organization's larger strategic picture and purpose with them throughout their later positions, pollinating each division in the process. 9. advantages of talent management alent management practices identify those with potential and provide the basis for career planning and development by ensuring that talented people have the sequence of experience supplemented by coaching and learning programs that will fit them to carry out more demanding roles in the future. these practices can also be used to indicate the possible danger of talented people is leaving and what action may need to be taken to retain them (armstrong, 2006: 392). the advantages of talent management may be listed as follows: • talent management has statistically proven effects on profitability. • talent management has the highest effect on talent level. • talent management illuminates the learning process. • talent management is significant in terms of increasing work quality and competency acquisition (bethke – langenegger et al. 2010: 16). • talent management show organizations how their human capital is used (whelan, collings & donellan, 2010 : 491). • rewards given to those with exceptional performance within the framework of talent management have an important role in establishing behavior patterns and ensuring behavioral change (russo, 2010 : 61). another advantage of talent management is the elimination of subjective treatment. one of the most important problems experienced within a company is favoritism in promotions and placements. favoritism or suspicion of favoritism within a company or any organization leads to considerably negative results. it is possible to avoid such negative situations by evaluating performance according to objective and transparent criteria and methods. talent management contributes to the elimination of the favoritism problem when implemented successfully in both public and private sectors or both smes and large corporations (şahin, 2012 : 69). 56 mehmet saim aşçı http://ijcf.ticaret.edu.tr 10. disadvantages of talent management as well as its advantages, talent management may cause disadvantages as well. the most significant disadvantages for companies emerge when the company fails to build loyalty and commitment. institutionalization is important for the success of talent management. failure to assimilate talents discovered and developed into the company may cause talented employees to transfer to other companies, and thus the company loses talent, which is one of the components of competitive advantage. in this context, management must build commitment between the company and employees by accurately identifying material and moral values, needs and expectations of the human resource (altuntuğ, 2009: 458). seeking talented employees through comprehensive recruiting and advertising efforts may create the impression that talented individuals outside the company are targeted primarily. the tendency to underestimate skills and traits of current employees may lead to low motivation and lose employees. employees tagged as b or c players realize that the company has low expectations from them, may participate in a lower number of training programs and be unwilling to receive coaching or guidance. employees who are viewed as ordinary may be discouraged, which may lead to a drop in productivity and an increase in workforce turnover (anne, 2007: 36). talent management may lead to ethical problems as well (swailes, 2013). the higher dimension of the human resources practice, talent management is a strong tool, but subjective actions of applicators may lead to problems related to work ethics, which may be addressed as a disadvantage (şahin, 2012 : 70). 11. obstacles to talent management in a research conducted for mckinsey quarterly with 98 business and human resources leaders from 46 organizations, obstacles to talent management were collected under seven titles (guthridge et al., 2008 : 51). • senior managers do not spend enough high-quality time on talent management; 59% • organization does not encourage collaboration and sharing of resources; 48% • line managers are not sufficiently committed to development of people’s capabilities and careers; 45% • line managers are not willing to differentiate their people as top-, averageand underperformers; 40% • senior leaders are not sufficiently involved in shaping talent management strategies; 39% • senior leaders do not align talent management strategy with business strategy; 37% • line managers do not address underperformance effectively, even when chronic; %37 12. discussion and conclusion increasing complexity of and structural changes in the economy and institutions enhances the importance of talent management further. the uniform management and employee retainment methods of old are not applicable anymore. today, employers have to respond fluctuating business demands and changing competitive scenes quickly. in spite of the slow and variable global recovery and permanently high of level unemployment, organizations still have difficulty to find the right talent when needed (castellano, 2016: 59). the worst global talent scarcities have not been experienced yet, according to the report issued by the world economic forum (wef, 2011:35). the report mentions that studies conducted in the last two years provide evidence for talent crisis which is expected to emerge in coming years and affect all regions. the supply-demand analysis in the report also emphasizes that a widespread talent scarcity will be experienced for decades. in today’s global economy, talent is a significant differentiator for many organizations. young talents are difficult to find, and yet even more difficult to retain. the difficulty arises from how to use these talents which come with a wide range of skills, preferences, and values. the best and the brightest must be included in the team to maintain a competitive advantage in today’s world. losing talented employees in key roles may mean missing very important business opportunities. a strategic differentiator in global competition: talent management 57 http://ijcf.ticaret.edu.tr what is that makes a company with high employee commitment and engagement different from other companies? the difference arises from the ability to communicate values which make the company unique to employees. the secret is to establish and maintain a system which will turn employees, promising talents in particular, into happy, productive and committed team members. the 21st century presents unique difficulties for both individuals and institutions. we seem to move at an incredible speed while social and economic texture changes in under our eyes. it is possible to question all those who used to serve as a foundation for us. the only way for individuals to be successful in the world is to improve their skills and talent, and become compatible. the same goes for institutions. in order to achieve success in the new world, organizations need sophisticated strategic planning competencies which will help them find their way in turbulent markets and an encouraging culture about continuous learning and compatibility. strategic human resources (hr) management competencies necessary to support the culture of an organization and create the workforce which can achieve strategic business goals are equally important (castellano, 2016: 215). references akar, f.(2012). yetenek yönetiminin bazı türk üniversitelerinde uygulanmasına i̇lişkin öğretim üyelerinin görüş ve önerileri, yayınlanmamış doktora tezi, ankara üniversitesi eğitim bilimleri enstitüsü. alayoğlu, n. 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(2010). effectiveness of talent management strategies in swiss companies effectiveness of talent management strategies. universität zürich, institut für strategie und unternehmensökonomik, diskussionspapier,16, 1-20. born, m. ve heers, m. (2009). talent management: alternatives to the single – ladder approach. faculty report (pp. 1 – 108). (july). copenhagen denmark: dea – danish business research academy. castellano, g. w. (2016). 21. yüzyıl i̇şgücü adanmışlığı i̇çin uygulamalar değişen i̇ş yerinde yetenek yönetiminin zorlukları, çev. özlem kunday, vd., nobel yayıncılık, yayın no. 1672. ankara. cheese, p., thomas, r. j., and craig, e. (2008). the talent powered organization, strategies for globalization, talent management and high performance. uk: mpg books. 58 mehmet saim aşçı http://ijcf.ticaret.edu.tr çavuş, ş. (2008). yönetim sürecinin tarihsel gelişimi ve turizm i̇şletmelerinde çağdaş yönetim tekniklerine geçiş. okumuş, f. ve avcı, u. 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(2015). yetenek yönetimi ve yenilik performansı i̇lişkisi: konaklama i̇şletmelerinde bir araştırma, yayınlanmamış doktora tezi, adnan menderes üniversitesi sbe. whelan, e., collings, d. g., and donnellan, b. (2010). managing talent in knowledge-intensive settings. journal of knowledge management, 14 (3), 486-504. international journal of commerce and finance, vol. 4, issue 2, 2018, 108-117 108 a new way of management: a scrum management ahu tuğba karabulut, (phd) istanbul commerce university, turkey esra ergun, (phd candidate) istanbul commerce university, turkey abstract a scrum is widely used since 1990s in software development industry which is a fast changing and demanding industry so companies need to hire qualified employees who can manage themselves in a team based organizational structure to meet and exceed customer expectations. a scrum management offers advantages to software development companies to have and sustain competitive advantages. its adaptations into other industries may be worthwhile to be explored from a management perspective to make contributions to both software d evelopment industry and other industries. the purpose of this paper is to shed a light to a new way of management which is a scrum management to make contributions to both software development industry and other industries. the concept, roles, objects, ceremonies, process and challenges of a scrum will be explained respectively in this paper which provides a comprehensive understanding of a scrum management.. keywords: scrum, agile, team jel classification: m10 1. introduction nowadays, companies are trying to be more dynamic and agile to meet and exceed customer expectations. thus, they are transforming their organizational structures to team oriented and lean organizational structures. teams are autonomous, self-managed and self-controlled. companies need to hire qualified employees to work in teams and manage themselves. they need to motivate their employees beyond traditional monetary and non-monetary rewards. a scrum management is a new way of management initiated in 1990s in the software development industry to meet dynamic customer expectations. major industrial players have applied a scrum management successfully. an agile and a scrum management is a new way of team based management in the management literature which has attracted the attention of management scholars. its adaptations into other industries may be worthwhile to be explored from a management perspective to make contributions to both software development industry and other industries. the purpose of this paper is to shed a light to a new way of management which is a scrum management to make contributions to both software development industry and other industries. firstly, the concepts of an agile and a scrum will be explained. secondly, roles in a scrum team will be stated. thirdly, objects, ceremonies, and process of a scrum will be explained respectively. fourthly challenges of an agile and a scrum will be highlighted. finally, the paper will end with the conclusion. 2. the concept of an agile agility is a popular concept for organizations which operate in fast changing environments. companies should adapt to changes, improve themselves and be responsive to customer expectations. they can only achieve these objectives by being agile organizations. the concept of an agile was coined as an agile manufacturing in 1991. its focus was creating an adaptive organization to changing market conditions. agility was transferred into software development sector with an initiation of the agile manifesto in 2001 (crişan et al, 2015, p. 62). qumer and henderson-sellers (2006) believe that agile organizations are flexible to adapt to changes. they are lean, responsive and learning oriented. also they have a velocity. beck et al. (2001) acknowledge that the agile manifesto has combined principles in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e a new way of management: a scrum management 109 and values from agile approaches and methods, made the agile movement organized and stronger in the software development industry (campanelli and parreiras, 2015, p. 86). the agile manifesto defines an agile software development as “an iterative and incremental (evolutionary) approach to software development which is performed in a highly collaborative manner by self-organizing teams within an effective governance framework with "just enough" ceremony that produces high quality solutions in a cost effective and timely manner which meets the changing needs of its stakeholders” (moniruzzaman and hossain, 2013) (crişan et al, 2015, p. 63). dove (2005) believes that the core of agility is expected to be a rapid response. jacobson (2007) highlighted the following characteristics of agility: (1) agility which is a part of social science focuses on an effective teamwork. (2) agility is lightweight process which focuses on more an implicit knowledge than an explicit knowledge. since the agility is a “lightweight” process, agile methods focus on a team communication, a continuous delivery of products, an immediate feedback to users and embrace changes (yang et al., 2010, p. 889). beck et al. (2001) state that the agile values are as follows (campanelli and parreiras, 2015, p. 86): • people and interactions • developing a working software • collaborating with a customer • responding to a change characteristics of agile methods are as follows: handling changing requirements, delivering a high quality and an under budget working software in short time intervals (jyothi and rao, 2011). agile methods are widely used in the software development industry (qumer and henderson-sellers, 2006; deemer et al., 2010; nishijima and dos santos, 2013). they have advantages such as enhancing flexibility, increasing quality and productivity, accelerating time to market the software, and improving an information technology/business alignment compared to traditional software development methods (qumer and henderson-sellers, 2006; deemer et al., 2010; jyothi and rao, 2011; nishijima and dos santos, 2013; versionone, 2013). agile software development methods are viable and interesting options to align with a business strategy, control a project budget, improve the quality, and deliver the value continuously (nerur et al., 2005; de azevedo santos et al., 2011; glaiel et al., 2013) (campanelli and parreiras, 2015, pp. 85-86). the characteristics of an agile software development methods are agility, collaboration, flexibility in a requirement definition, self-organizing teams, repetitive and an incremental development. creators of these methods join the agile movement publishing the agile manifesto which explains principles and a philosophy of agile methods (http://en.wikipedia.org/wiki/scrum_(software_development);http://www.scrumalliance.org/why-scrum/corescrum-valuesroles) (pozgaj et al., 2014, p. 893). reasons to adopt an agile are presented in diagram 1. diagram 1. reasons to adopt an agile a.tuğba karabulut & esra ergun 110 resource: versionone, 2017, p. 8 as it is shown in diagram 1, accelerating product delivery is the main reason to adopt an agile. according to a survey, 98% of respondents acknowledged that their organizations achieved agile projects. respondents highlighted the following benefits to adopt an agile: an accelerated product delivery, better project visibility, an improved team productivity, and the management of changing priorities (versionone, 2017, p. 2). 3. the concept of a scrum a scrum is a team based organizational structure which is commonly used in software development industry. like other organizations, software companies need to apply team based organizational structures to have competitive advantages, meet and exceed customer expectations and improve themselves. a scrum management offers software companies a new dynamic team based management to survive and succeed in a fast changing industry. it is a way of transformation for these companies and its adaptations into other industries could be explored. schwaber proposed the scrum development method in 1995. at that time, many professionals thought that the development of software could not be planned, estimated and completed by applying “heavy” methods (vlaanderen et al., 2009, p. 2). schwaber (1996) described a scrum as a process accepting that “the development process is unpredictable” and formalizing the “do what it takes” thinking style. the scrum has become successful with several software vendors (liubchenko, 2016, p. 169). schwaber and sutherland believe that a scrum is a process framework which manages a complex product development and where several techniques and processes can be applied to develop products (pozgaj et al., 2014, p. 894). a scrum is based on the mentality that many software development processes cannot be predicted. thus, it facilitates software development flexibly. only the planning and the closure phases are defined in software development project. sprints are series of flexible blurred stages where the software is developed by several teams. customers can not require changes during sprints. this ensures the successful development of the software in a turbulent environment which has competitions and financial and time pressures (vlaanderen et al., 2009, p. 2). a scrum has been used in the world to (schwaber and sutherland, 2017, p. 4): 1. research and identify viable technologies, markets, and product capabilities 2. develop products and enhancements 3. release products and enhancements frequently 4. develop and sustain cloud and other operational environments 5. sustain and renew products a scrum’s utility to deal with a complexity is proven everyday when environmental, technological and market complexities and their interactions have increased rapidly. a scrum is effective in an incremental and an iterative knowledge transfer. a scrum is used for services, products, managing headquarters and organizational operations, and developing software, embedded software, hardware, and interacting function networks. it is also used for autonomous vehicles, governments, marketing purposes, schools etc. (schwaber and sutherland, 2017, p. 4). the a new way of management: a scrum management 111 concept of a scrum is based on a team work, an ongoing research, taking feedbacks, meeting customer demands continuously, create and improve an output. thus, it seems it could be applied in some industries where there are changing environmental factors and customer demands, continuous product or service providing and improvement. 4. roles in a scrum team scrum teams are designed to succeed. there are main roles in a scrum team to succeed such as a leader, a scrum master, a product owner and a team member. success factors of a scrum are as follows (dikert et al., 2016, pp. 103-104): • leadership and management support • agile approach customization • piloting • coaching and training • people engagement • transparency and communication • alignment and mindset • autonomy of teams • management of requirements 4.1. the leader capital leadership responsibilities in a scrum are as follows (https://www.scribd.com/document/385806389/csmjsv20, 27.8.2018, p. 68). • providing challenging team goals • creating a working business plan and organization • eliminating an organizational debt • providing required resources for teams • identifying and removing impediments for teams • knowing the team velocity • removing a waste and eliminating a technical debt • holding product owners accountable for a delivered value • holding scrum masters accountable for the team happiness and a process improvement. 4.2. the scrum master the scrum master is a servant-leader of the scrum team. the scrum master helps outsiders to distinguish helpful interactions with the scrum team (schwaber and sutherland, 2017, p. 7). the scrum master responsibilities are as follows (https://www.scribd.com/document/385806389/csmjsv20, 27.8.2018, p. 61). • being a facilitator • being knowledgeable about the scrum process • coaching the team and the product owner to enhance the team performance • removing impediments • protecing the team from interruptions • holding scrum practices and values • making the work visible the scrum master works with the product owner to do the following (https://www.scribd.com/document/385806389/csmjsv20, 27.8.2018, p. 65): a.tuğba karabulut & esra ergun 112 • finding techniques for managing the product backlog effectively • communicating vision, goals, and product backlog items to the team • teaching the scrum team to create concise and clear product backlog items • understanding long-term planning for a product in a scrum environment • understanding and implementing the agile manifesto values • facilitating scrum ceremonies such as a release planning. 4.3 the product owner product owner should have the following characteristics ((https://www.scribd.com/document/385806389/csmjsv20, 27.8.2018, p. 63): • having a compelling and an executable product vision which generates a high income and initiates passion in the team, the organization and customers • building a roadmap for executing the vision which people can see and sign up for • building an adequate and a timely product backlog • spend half of his/her time with marketing, sales and customers • spend other half of his/her time working with the team to clarify specifications the development team the development team has members who deliver a releasable increment of “done” product at the end of a sprint. a “done” increment is required at the sprint review and can only be created by the development team (schwaber and sutherland, 2017, p. 7). the development team has the following characteristics (schwaber and sutherland, 2017, p. 7): • it is self-organizing. no one can tell the development team how to turn the product backlog into increments of a releasable functionality • it is cross-functional with skills to create a product increment • a scrum does not recognize titles for team members whatever the work they perform • a scrum does not form any sub-teams whatever the domain is addressed • members of the development team can have specialized skills and focus areas, but the development team is accountable • optimal development team size is large enough to complete the work within a sprint and small enough to remain nimble as it is explained, the roles in a scrum can be applied to some industries because these roles are actually the roles in most of the teams. thus, if there is a team project, team members can handle these roles to achieve objectives in various sectors. 5. scrum objects a scrum has the following objects to operate successfully; a sprint, a product backlog, a sprint backlog, and a user story. 5.1. sprint a scrum’s target is delivering high quality software products after a defined period series which are called sprints. the development cycle consists of demand, analysis, design, iteration and production stages. the demand, analysis and design stages need a sprint whereas an iteration and production stages need 3-5 sprints. every sprint has a mission. four elements of a scrum are a task library, a team, a sprint and a scrum meeting. the demand’s priority is determined first and defined as work items for being enrolled in a task library. work items are selected from a task library and assigned to members of the team through the scrum meeting at the initial stage of the sprint. members of the team agree with task quality at the end of the sprint. they are aware of and update the schedule of the work through the scrum meeting every weekday. they will exhibit a progress of the work and collect new customer demands for an upcoming sprint at the end of the sprint (yang et al., 2010, pp. 889-890). a new way of management: a scrum management 113 a sprint has one calendar month duration. if a sprint’s duration is long, the definition of the product may change, a risk may increase and a complexity may rise. a sprint lets predictability by ensuring a progress inspection and an adaptation toward its goal at least each calendar month. a sprint limits the risk to the cost of one month (schwaber and sutherland, 2017, p. 9).a planning starts whereas a review ends a sprint. a sprint planning is a time-boxed meeting up to 4 hours. it is conducted to develop comprehensive plans for the sprint. the project’s stakeholders attend sprint review meetings which can continue 4 hours to review the business, the technology and the market. a retrospective meeting can be conducted for the teamwork’s assessment in the completed sprints. a daily scrum meeting is 15-minute long and team members address three questions: what did i do yesterday? what will i do today and what impediments are in my way? (hossain et al., 2009, pp. 175-176). 5.2. product backlog a scrum consists of an instrument called a product backlog which is a requirement set for a project provided by stakeholders. the team’s goal is reinforced during a scrum meeting. the team moves on another sprint after the sprint finishes. a sprint is an iterative cycle where major functionality of the project is developed, new deficiencies and developments are defined, and the plan is modified (crişan et al., 2015, p. 64). a product backlog can be used as a new requirement container to replace old requirements, repair bugs, and get rid of features. elements which are at the top of the backlog are prioritized as refined items (cohn, 2010). a planning is a continuous activity concurrent to development activities to "execute and deliver sprints" and "prepare product backlog" in a scrum. when the members of the team are progressive for executing and delivering sprints, they look for an increased speed of the "preparation of product backlog" process (jakobsen and sutherland, 2009) (alsalemi and yeoh, 2015, pp. 189-190). the product backlog which is an ordered list of the change requirements in the product evolves when the product and its environment evolves. it is dynamic and changes for identifying the product needs which are competitive, useful, and appropriate. the product backlog lists functions, features, requirements, fixes and enhancements to change the product in further releases. product backlog items have the attributes of an order, a description, a value and an estimate. they have test descriptions which prove their completeness when “done” (schwaber and sutherland, 2017, p. 15). 5.3 sprint backlog the sprint backlog is a plan to deliver the product increment and realize the sprint goal and the set of product backlog items for the sprint. the sprint backlog highlights the work which the development team considers as necessary to meet the sprint goals. it has at least one high priority process improvement which was identified in the last retrospective meeting to make sure a continuous improvement (schwaber and sutherland, 2017, p. 16). 5.4 user story a user story is a story of the user for specifying how the system should work. it is written on a card and permits an estimation of the implementation duration. a user story reveals a comprehensive conversation to give the details of the demand. the cards are used as tokens in the planning stage after a business risk and a value assessments. the customer focuses on user stories and schedules them to implement (https://www.scribd.com/document/385806389/csmjsv20, 27.8.2018, p. 114). objects of the scrum could be applied to some industries. a sprint can be replaced by a stage where a product or a service is prepared. product and sprint backlogs can be replaced by stages where workloads are planned, organized and then allocated to team members to be achieved. a user story can be replaced by a stage where a customer briefs are taken, organized and scheduled. thus, although a scrum objects have special names and comprehensive contents, they can be adapted to some industries where customer briefs are given, workload is planned, organized and allocated to team members, and a product or a service is continuously provided. a.tuğba karabulut & esra ergun 114 6. scrum ceremonies scrum ceremonies are a daily scrum, a sprint review, and a sprint retrospective. these ceremonies lead a scrum to succeed. 6.1 daily scrum the daily scrum which is a 15-minute time-boxed event held by the development team in each sprint day to plan the next 24 hour work. it optimizes team performance and collaboration, inspects the work since the last daily scrum and forecasts a next sprint work. the daily scrum is held at the same place and time every day to minimize complexity. the development team practices the daily scrum for inspecting a progress toward the sprint goal to complete the work in the sprint backlog. the development team meets after the daily scrum for discussing, adapting or replanning the remaining part of the sprint’s work. daily scrums improve communication and knowledge, promote quick decision-making, prevent other meetings, and identify impediments to development to remove them (schwaber and sutherland, 2017, p. 12). purposes of a daily scrum are building a team focus, collaborating intensely, forming a mental attitude and creating a team spirit (https://www.scribd.com/document/385806389/csmjsv20, 27.8.2018, p. 200). 6.2 sprint review a sprint review is applied at the end of the sprint for an increment inspection and a product backlog adaptation. the scrum team and stakeholders collaborate about the achievements in the sprint during the sprint review. based on it and changes to the product backlog during the sprint, attendees collaborate on the following things for optimizing the value. it is an informal meeting. the increment’s presentation highlights the feedback and encourages the collaboration. it could be up to a four-hour meeting for one-month sprint. the sprint review’s result is a revised product backlog which defines the potential product backlog items for the next sprint (schwaber and sutherland, 2017, p. 13). 6.3 sprint retrospective the sprint retrospective leads the scrum team for a self-inspection and a plan preparation to make improvements during the upcoming sprint. it is held after the sprint review and before the upcoming sprint planning. it may be up to a three-hour meeting for one month sprint. the scrum team plans for increasing a product quality to improve work processes or adapt the definition of “done” during each sprint retrospective. the scrum team should identify improvements which will be implemented in the upcoming sprint by the end of the sprint retrospective. implementing improvements in the upcoming sprint is the adaptation for the inspection of the scrum team. improvements can be implemented at any time but the sprint retrospective offers an opportunity for an inspection and an adaptation (schwaber and sutherland, 2017, p. 14). a daily scrum, a sprint review and a sprint retrospective ceremonies can be adapted to some industries. a daily scrum can be considered as a daily meeting for organizing. a sprint review can be considered as a meeting after a product or a service providing period. a sprint retrospective can be considered as a meeting before a new product or a new service is provided. they can be held in most of the organizations since they are important meetings. 7. the process of a scrum the process of a scrum has project starting, project planning, project implementing, project monitoring and project ending stages. a sprint planning, an iterative planning, and an overall planning are made during a project planning stage. design practice templates, an iterative process, and an incremental design are made during a project implementing stage. a day progress meeting, an iterative tracking, and an iterative evaluation are made during a project monitoring stage. a project evaluation is made during a project ending stage. an iterative process has an iterative planning, an iterative evaluation, and iterative tracking stages. an iterative planning focuses on the value and responses to the business needs. other iterative processes inspect and evaluate a function and a quality realization. practice templates which point out testable design problem solving methods a new way of management: a scrum management 115 involve relative independent methods about a design management such as trial and error with templates, a survey questionnaire template, user experience design templates, behavior image templates, a brainstorming template, a situation template, team templates, etc. practice templates facilitate an adaptive mode of a method combination to design managers (yang et al., 2010, p. 891).process of a scrum reflects a project process which is held in many organizations. thus, it can be adapted to organizations in some industries which require a project management and a team work. 8. challenges of an agile and a scrum although a scrum offers various advantages to companies, it has several drawbacks as well. some of them may affect the implication of a scrum in different industries as well. agile methods were designed to be used in small singleteam projects (boehm and turner, 2005). on the other hand, their proved and potential benefits have made them attractive for large projects and companies. although, agile methods satisfy both developers and customers, they may not be appropriate for large undertakings and it is more difficult to implement them in large projects (dybå and dingsøyr, 2009) which require an additional coordination. handling an inter-team coordination is a problem to apply an agile for large projects. a large-scale agile arises concerns to interface with other departments, such as marketing and sales, human resources, and product management. a large scale agile causes users and other stakeholders to be distant from the development teams (paasivaara et al., 2013, 2014; dingsøyr and moe, 2014; versionone, inc, 2016). each company may search for its own balance of an agile and plan driven methods (boehm, 2002) (dikert et al., 2016, pp. 87-88). challenges of adopting and scaling an agile are presented in diagram 2. diagram 2. challenges of adopting and scaling an agile resource: versionone, 2017, p. 12 as it is shown in diagram 2, company philosophy and culture at odds with core agile is the main challenge for adopting and scaling an agile. challenges of a scrum are as follows (dikert et al., 2016, pp. 97-98): • resistance to change (management and team perspectives) • not making enough investment (lack of coaching and training, kept old commitments, high workloads) • implementation difficulties (concept misunderstanding) • coordination problems of several teams (challenges of a global distribution, achieving a technical consistency, organization size) • organizational limitations (bureaucracy) • challenges of an engineering (estimations, elevated level requirements, gap between long term and short term planning) • assurance of a quality (lack of automated testing) • integrating non-development functions (product launch and incremental delivery challenges) a.tuğba karabulut & esra ergun 116 as it is explained, a scrum is more appropriate for small projects and teams for better coordination. a change resistance, organizational limitations, financial, quality and implementation problems are major problems which could be faced in most of the team projects. thus, if scrum principles are applied in some industries, companies should be ready to overcome these challenges. 9. conclusion this paper tried to shed a light to a new way of management which is a scrum management to make contributions to both software development industry and other industries. it explained the concept, roles, objects, ceremonies, process and challenges of a scrum and gave insights whether it could be applied into other industries. it will take time to implement a scrum in software development industry completely. it will take even more time to adapt a scrum to other industries such as high-tech, service, etc. but its concept, roles, objects, and ceremonies could be adapted to other demanding industries. its principles could be applied in some industries if there are continuous product and service providing, team work projects, changing customer requirements and environmental factors. since a scrum is an innovative management approach, it will be beneficial for other industries to get the advantages of it for meeting the customer demands, a sustainable growth and a continuous innovation. it is expected that this paper will help management scholars to be more familiar with a scrum, think about its adaptations to other industries and include it into their further researches. references alsalemi a.m. and yeoh, e. (2015) a survey on product backlog change management and requirement traceability in agile (scrum). 9th malaysian software engineering conference, 16-17 december, pp. 189-194. doi: 10.1109/mysec.2015.7475219 campanelli, a.s. and parreiras, f.s. (2015) agile methods tailoring–a systematic literature review. the journal of systems and software 110, pp. 85-100. crişan e., beleiu i., and ilieş l. (2015) the place of agile in management science–a literature review. managerial challenges of the contemporary society, 8(1), pp. 62-65. dikert k., paasivaara m., and lassenius c. (2016) challenges and success factors for large-scale agile transformations: a systematic literature review. the journal of systems and software, 119, pp. 87-108. hossain e., babar m.a., and paik h. (2009) using scrum in global software development: a systematic literature review. fourth ieee international conference on global software engineering, 13-16 july, pp. 175-184. liubchenko v. (2016) a review of agile practices for project management, csit 2016, 6-10 september, pp. 168170. pozgaj, z., vlahovic, n., and bosilj-vuksic, v. (2014) agile management: a teaching model based on scrum, mipro 2014, 26-30 may, opatija, croatia, pp. 893-898. schwaber k. and sutherland j. (2017) the definitive guide to scrum: the rules of the game. available at: https://www.scrumguides.org/docs/scrumguide/v2017/2017-scrum-guide-us.pdf [accessed 8 sep. 2018] vlaanderen k., brinkkemper s., jansen s., and jaspers, e. (2009) the agile requirements refinery: applying scrum principles to software product management. third international workshop on software product management, 1 september, pp. 1-10. doi: 10.1109/iwspm.2009.7 yang g., yu s., chen g., and chu j. (2010) agile industrial design management based on scrum. 2010 ieee 11th international conference on computer-aided industrial design and conceptual design 1, 17-19 november, pp. 889-891. doi: 10.1109/caidcd.2010.5681880 a new way of management: a scrum management 117 11th annual state of agile report by versionone inc (2017) available at: https://www.versionone.com/about/pressreleases/versionone-releases-11th-annual-state-of-agile-report/, 27.8.2018 [accessed 24 sep. 2018] csmjsv20-scrum the art of doing twice the work in half the time, e-book by scrum inc. available at: https://www.scribd.com/document/385806389/csmjsv20, 27.8.2018 [accessed 11 sep. 2018] international journal of commerce and finance, vol. 5, issue 1, 2019, 70-78 70 capital structure determinants in transitional economies ardita bylo istanbul commerce university, phd. candidate, turkey assoc. prof. dr. serkan çankaya istanbul commerce university, phd., turkey abstract most of the empirical studies about capital structure tend to focus either on overall developed markets or on emerging countries. this paper aims to analyze the determinants of the capital structure of the companies in the western balkans (wbs) using a panel of 30 nonfinancial firms listed in zagreb stock exchange, belgrade stock exchange, and macedonian stock exchange over the period of 2012– 2017. the leverage ratio is modeled as a function of firm-specific characteristics. the study shows that firms in the wbs tend to rely more on short-term debt rather than long-term debt. there is a significant negative impact of liquidity, profitability and tax on both leverage level and short-term debt ratio. the long-term debt ratio is significantly positively affected by the growth opportunities of these companies and by its past level. theory. the results obtained from this empirical research indicate that companies in the wbs follow the pecking order. these findings appear to be similar to the results of previous studies of this nature done about emerging and transitional economies. keywords: capital structure, western balkans, transitional economies, leverage jel classification: c51, c58, g15, g30, g31 1. introduction even though there is extensive literature about the usage of leverage among companies, in transitional economies the optimal capital structure decision continues to be an unsolved puzzle. the considerations upon the capital structure have gained remarkable interest since 1950s. the research focused on finding an optimum debt – equity ratio in order to minimize the capital cost and to maximize the companies’ value. modigliani and miller (1963) paper about capital structure irrelevance of the capital structure decisions on companies’ value made a significant contribution to this field of research. the theory was developed under the premise of a perfect capital market, but the review of this assumption and the recognition of market imperfections led to varies conclusions that emphasize the importance of the capital structure. several other studies can be listed as: the trade-off theory (modigliani & miller, 1963; kraus & litzenberger, 1973; bradley, jarrell, & kim, 1984), the agency cost theory (jensen & meckling, 1976; jensen, 1986), and the pecking order theory (myers, 1984; myers & majluf, 1984). this paper aims to contribute to the literature on the changing aspects of the capital structure decisions for transitional economies, by analysing the relationship between leverage, profitability, liquidity, risk, and a set of explanatory variables. following, the study of akman at al. (2015) we used capital structure indicators such as: growth opportunities, market to book value, assets tangibility, the ratio of tax to earnings before tax, and liquidity ratio. the ability of explaining the capital structure decisions through financial theories has evolved, like in the case of countries that has passed through a long transitional period, such as eastern european countries. the wbs’ economies are considered economies in transition since they opened up to the global market after 1990s. all the countries of this region decentralized and changed towards a market oriented economic model. the banking system is still considered as a factor of great importance in the financial system (imf, 2015). this study aims to determine the appropriate theoretical capital structure model for transitional economies. the paper examines the capital in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e capital structure determinants in transitional economies 71 structure of the selected large listed companies in serbia, croatia, and the republic of north macedonia, from 2012 to 2017. the research questions of this paper can be listed as follows:  what are the main determinants of firms’ leverage in general and in short and long-terms for the listed companies in the wbs stock exchanges?  is the prevailing literature able to explain the capital structure of the wbs’ companies? is there any noteworthy change in the leverage decision determinants?  are the driving forces of the corporate financing decisions based on firm or country specific parameters? the second section presents a theoretical review about capital structure. the third section presents the data used and explains the econometric methodology. the fourth section discusses the empirical results and presents a crosscountry analysis. the last section concludes the study. 2. theoretical review and findings about capital structure most of the research related to the capital structure have focused on the well-known paper of modigliani and miller (1958). over the last six decades, this enabled the emergence of various theories, regarding capital structure, such as trade-off, pecking order, agency costs, signalling and market timing theory. in the first proposition of modigliani and miller (1958), the value of a company is independent of the way it chooses to finance its operations. later, on 1963, modigliani and miller (hereafter mm) explained how debt becomes beneficial for companies, if taxation is taken into account. the authors claim that, the tax deductions encourage the leverage usage. the static trade-off theory of capital structure foresees that firms aim to approach a target debt to equity ratio (myers, 1984). according to this theory, there is an optimal capital structure that maximizes the firm's value, while balancing the taxes, agency and bankruptcy costs with the benefits of an additional debt unit. thus, a firm’s target leverage can be determined by the trade-off between the cost of financial distress and the interest tax shields of debt (chakraborty, 2010). the pecking order theory explains that new investments follow a hierarchal process of financing. this theory assumes that firms prefer internal financing more than external funds. when internal cashflows are not sufficient to finance the activity, firms will borrow, rather than issue equity. this defined pecking order sends a signal to the public about the companies’ performance. it seems difficult to define an optimal leverage level by using pecking order theory (bauer, 2004). agency costs are incurred from asymmetric information and conflict of interest between the principal and the agent. as jensen and meckling (1976) mention, there are three common types of agency costs: the monitoring costs, the bonding costs, and the residual losses. based on kumar et al. (2017), most of the capital structure literature, focuses on developed economies and it results to be a limited knowledge on emerging markets. since the capital markets of transitional economies are relatively less efficient and incomplete than those of developed countries, studies on these economies’ markets have become attractive. different studies show that companies’ specific determinants of capital structure vary largely and are mainly focused on growth, profitability, liquidity, risk, tangibility, non-debt tax shield (ndts), size, and age. the relationship between these variables turns out to vary among studies. knowledge about decisions made regarding the capital structure usually originates from the empirical data of developed economies. empirical studies about leverage and capital structure determinants present conflicting results. agency cost and static trade off theory generally shows a positive relationship between size and leverage. rajan and zingales (1995) explain this relationship by increased transparency and less exposure to the negative aspects of asymmetric information. when firms have growth opportunities, in consistency with the pecking order theory, external financing seems to be more preferred (booth et al. (2001; rajan & zingales, 1995). however, in some empiric evidences about transition economies, chakraborty (2010) reports a negative effect on the total debt ratio. theoretically the asset structure of companies with a high level of tangibility tends to have a higher leverage. ardita bylo & serkan çankaya 72 however, chang et al. (2009) claims that there is a negative relation between tangibility and leverage. based on recent studies the effect of risk on the capital structure contradicts previous theories. chang et al. (2009) report a positive relation between risk and leverage. 3. data and methodology 3.1. data the dataset used in this study includes the determinants of the capital structure of the companies in the western balkans (wbs) based on a panel of 30 non-financial firms. the panel data set contains 3 countries: croatia1, serbia and the republic of north macedonia, each of which includes 10 companies listed respectively in zagreb stock exchange (zse), belgrade stock exchange (belex), and the macedonian stock exchange (mse) and each with 6 observations measured at annual intervals, over the period of 2012-2017. consequently, the total number of observations in the panel data is 180. companies operating in the financial sector have not been included. the data has been obtained mainly from stockopedia, zse, belex, mse and seinet2 database, and also from the annual reports found on the official sites of the companies. stata 12 has been used to analyse the data. this is a two-way balanced panel model. table 1. the dependent and independent variables’ explanation dependent variables definition symbol leverage debt-to-assets ratio = total debt/total assets lev short-term debt to assets short-term debt-to-assets ratio = total debt / total assets stdta long-term debt to assets long-term debt-to-assets ratio = total debt / total assets ltdta independent variables definition symbol company size ln (total assets) size growth opportunities (a) % change of total assets, per year gra growth opportunities (s) % change of sales, per year grs taxes taxes payable / ebt tax non-debt tax shield depreciation / total assets ndts tangibility tangible assets / total assets tang profitability ebt / total assets prof business risk interest coverage ratio = ebit / interest expenses risk asset utilization costs of goods sold / total debt cgtd liquidity current assets / short-term debt liqd dummy for macedonia the effect of macedonia over the 2 other countries dm dummy for serbia the effect of serbia over the 2 other countries ds dummy for croatia the effect of croatia over the 2 other countries dc table 1 shows the dependent and independent variable definitions and explanations used in this study. in this study, following akman et al. (2015), three leverage measures are used: total debts to assets; long-term debt to assets, and 1 croatia has been included in the analysis since its experience before joining the eu is very relevant for the economic problems of the other wb countries. 2 system for electronic informations from listed companies capital structure determinants in transitional economies 73 short-term debts to assets. independent variables are: firm size, growth opportunities, taxes, tangibility, profitability, business risk, and liquidity. 3.2. methodology panel data models evaluate the time effects, the unit-specific effects, or both, to deal with heterogeneity or individual effects that can be detected or not. hausman specification test is one of the most appropriate tests used to determine which effect, fixed or random, is more consistent and significant in the panel data used. the null hypothesis states that the preferred model is random effects, whether according to the alternative one the model would be based on fixed effects (greene, 2008). it basically tests whether the unique errors (ui) are significantly correlated with the regressors in the model, thus, in other words, the null hypothesis of hausman test states that these unique errors are not correlated (park, 2011). h0: error term (ui) is uncorrelated with “xit” h1: error term (ui) is correlated with “xit” table 2. results of hausman test model dependent variable chi2 (n) prob. > chi2 1 lev 7.52 0.0233 2 stdta -16.33 n/a 3 ltdta -4.18 n/a the results of hausman test have been displayed in table 2. based on these values, since the probability in model 1 is 0.0233 < 0.05, the null hypothesis is rejected, and as result the fixed effect model will provide a better estimation. regarding the second and third models, since chi2 < 0 in both of them, they fail to meet the asymptotic assumptions of the hausman test. this suggests that there is not enough information to reject the null hypotheses, and so as result the random effects model shall be used. in order to further examine our second and third model, the hausman test for fixed effects model versus random effects model can also be cast as a test of the additional over-identifying restrictions that re model imposes. the null hypothesis of this test (performed by xtoverid through stata) stands that re model is consistent (wooldridge, 2002; wooldridge, 2010; arellano, 1993). h0: random effects model is consistent h1: fixed effects model is consistent table 3. results of the over-identifying restrictions test: fixed vs random effects model dependent variable chi2(n) p-value 2 stdta 24.253 0.0001 3 ltdta 3.085 0.5437 based on the results of table 3, the p-value of model 2 is small enough (p-value = 0.0001 < 0.05) to reject h0, and since the p-value of model 3 is 0.5437 (> 0.05), in this case the evidence against re is not rejectable. thus, the second model is considered to be a fixed effects model, whereas the third model a random effect one. ardita bylo & serkan çankaya 74 we considered the following alternative models for the specification of the capital structure for each company, as a start point: • model 1: lev = f (size, gra, grs, tax, tang, prof, risk, liqd) • model 2: stdta = f (size, gra, grs, tax, tang, prof, risk, liqd) • model 3: ltdta = f (size, gra, grs, tax, tang, prof, risk, liqd) the test hypothesis is established as bellow: h0: there are no individual and time effects h1: there is autocorrelation table 4. the results of the baltagi wu lbi tests model dependent variable durbin-watson baltagi-wu lbi 1 lev 0.8106938 1.2759304 2 stdta 1.2102871 1.5632805 3 ltdta 1.2682174 1.6243993 the baltagi-wu lbi statistic values and the bhargava et al. (1982) durbin-watson statistic for zero first order serial correlation statistic values both reject the null hypothesis raised in relation to the above models (see table 4). the rejection of the null hypothesis here indicates the need to correct the standard errors for serial correlation. further, wald test and breusch and pagan lm test for fixed and random effects models has been performed, respectively. the test hypothesis would be as following: h0: there is constant variance among cross section error terms h1: there is heteroscedasticity table 5. the results of the wald tests and breusch and pagan lm test model dependent variable chi2 probability wald tests 1 lev 42354.12 0.0000 2 stdta 33543.25 0.0000 breusch and pagan lm test 3 ltdta 277.45 0.0000 based on table 5, since the p-value is smaller than 0.05 the results reject the null hypotheses and thus suggest that there is evidence of heteroscedasticity. since the tests recognize the presence of heteroscedasticity and autocorrelation in all models, heteroscedasticity-robust standard errors are going to be used for the regression of fixed and random effects panel data, following stock & watson (2006), eliminating in this way the hac problem (fischer & sousa-poza, 2009; nichols & schaffer, 2007). 4. empirical findings the results of robust standard error adjusted fixed (for the first and second models) and random effects (for the third model) panel regression are displayed in table 6. f-statistics, chi-square statistics and other values demonstrate that the selected models are reliable. even though, r-square values indicate a relatively low significance level of these models, at 26%, 16% and 17% for lev, stdta and ltdta, respectively, suggesting the idea that short-term and long-term debts might depend more on macroeconomic factors. capital structure determinants in transitional economies 75 table 6. results of standard error adjusted panel regressions note: ***significant at 1% level, **significant at 5% level, *significant at 10% level table 6 shows that liquidity has a significant negative relationship with the debt to equity ratio for each model. profitability have a significant negative impact on short-term debts to equity and total debts to equity, and even the lagged one period of profitability has a significant negative effect on the leverage as a whole and in long-terms of the debt. growth opportunities induce to an increasing of the leverage in terms of long-term debts, however this results insignificant in short and overall terms. the three of the models indicate that the companies’ size, tangibility, asset utilization, and non-debt tax shield does not connect to leverage significantly. as fan et al. (2012) reports, profitability seem to have generally a negative impact on the leverage, with the exception of some developed countries like the usa, canada, and ireland. the lack of developed debt securities’ markets in transitional economies or the presence of operation costs in developed countries may be an explanation. in this connection, the pecking order theory apprises that companies with high profits prefer their own resources, whereas unprofitable companies depend on debts. agency costs concerns may also explain the negative relationship among profitability and debt preferences, since debts might not be preferred in such circumstances. this is consistent with the fact that there is a dominance of small businesses and banks as primary financing resources in the western balkans. based on the results there is not a significant relation between tangibility and leverage. the impact of liquidity on leverage is significant and negative, and has a higher influence in total and short-term debt ratios. thus, companies with a high level of liquidity prefer long-term debts toward short-term debts. growth opportunities expressed as a model 1 (fixed-effects model) model 2 (fixed-effects model) model 3 (random-effects model) robust standard error adjustment for 30 clusters in id (robust) number of observations 180 = (2012-2017) lev stdta ltdta variable coef. robust std. err. prob. coef. robust std. err. prob. coef. robust std. err. prob. gra 0.15399** 0. 0636 0.015 prof -0.3670*** 0.0709 0.000 -0.3486** 0.1706 0.050 tax -0.0027* 0.0016 0.102 -0.0043** 0.0020 0.039 risk 0.00002** 0.00001 0.014 0.00002*** 0.0000 0.004 liqd -0.0118** 0.0045 0.013 -0.0106*** 0.0032 0.002 -0.0006* 0.0004 0.090 ltdta(-1) 0.8318*** 0.0562 0.000 prof(-1) -0.3201*** 0.0868 0.001 -0.2115*** 0.0810 0.009 tax(-1) -0.0015* 0.0008 0.058 ds -0.0175 0.0111 0.117 c 0.4891 0.0153 0.000 0.3311 0.0115 0.000 0.0322 0.0123 0.009 r2 0.2617 0.1597 0.1665 ardita bylo & serkan çankaya 76 rate of change of the total assets, affect the leverage at long terms positively suggesting that the companies depend on the capital structure in the case of making a decision about new investments. in line with our findings, akman et al. (2015) reports that in developed countries there is a negative relationship between growth opportunities and debtto-equity ratio, while in less developed countries this relationship turns out to be positive. we could not find significant relationship between company size and leverage. one reason may be the fact that the sample includes large-scale firms, which makes it more difficult to identify the size effect in the capital structure. taxes have a slight downward impact on short-term and the overall leverage. in addition, taxes of a previous period tend to decrease the long-term debt ratio, supporting the trade-off theory, under which the firms see taxes as an essential determinant of leverage. it is observed that the business risk variable considered as interest coverage rate has surprisingly a significant incremental effect on leverage. this result is in contrast to the theoretical expectations of pecking order, agency costs and static trade-off theory stating that companies under financial distress circumstances decrease the leverage level, as they wish to avoid issuing equity. regarding business risk, its impact should be seen both from the perspective of the firm and their creditors. firms in possession of a considerable amount of collateral tend to increase their leverage level, independently of the afflictions debt financing may cause. on the other hand, as long as these firms own collateral, creditors will continue to be predisposed and give debts. further, the lagged one period long-term debt ratio appears to have a positive significant effect on the short-term debt leverage. in addition to the firm specific factors used in this study, other factors such as the macroeconomic determinants can be effective in the formation of capital structure. transitional economies have different capital market and institutional structures and the power of banking industry might limit the explaining power of the classical theories asserted for developed countries. in these countries, most of the debt is covered by short-term debts. 5. conclusions this research explores the determinants of capital structure choices of thirty western balkans companies listed on the stock exchange markets of macedonia, serbia, and croatia, for the period 2012-2017. the capital structure of the companies observed is financed by debts at an approximate rate of 42 percent. transitional economies are facing many challenges such as the lack of investor protection rights, legal stability and the availability of financing sources. the high ratio of non-performing loans is the main issue of this region and has resulted in fewer loans, especially for the non-financial companies. the main financing method is through the banking system, as the other sectors such as insurance market, capital market and bond market are not fully developed. the results found in this study reveal that the capital structure determinants of companies placed in emerging and transitional economies and their behaviours seems to be similar. namely, both total debt to equity and short-term debt to equity ratios decrease with respect to profitability and liquidity, while the leverage measured by the long-term debt ratio increases significantly in relation with the possibilities of growth. in this way we notice that wb firms demonstrate reactions that support pecking order theory. however, we note that both the total debt to equity and short-term debt to equity ratios are affected positively by risk, albeit to a small extent, and negatively by taxes. this shows that these companies partially follow the static trade-off theory. our findings do not show any supporting evidence about the agency cost theory. regarding the long-term debt rate, there is a negative impact from the lagged one period variables of profitability and taxes, meanwhile the firms with high long-term debt rates tend to increase even more this kind of leverage level. another significant finding of this model is that serbia causes the long-term debt ratio to decrease in the entire region. for the analysed period, serbia has the lowest average rate of long-term debt to total asset among the three countries with an approximately rate of 10%. in conclusion, transitional economies require a unique theoretical approach to explain their capital structures. acknowledgement: we would like to thank the assoc. prof. dr. elif güneren genç, istanbul commerce university, for her insights and valuable comments about methodology. capital structure determinants in transitional economies 77 references akman, e., gokbulut, r. i., nalin, h. t., & gokbulut, e. 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(2010). econometric analysis of cross section and panel data (2nd ed.). cambridge, ma: the mit press. international journal of commerce and finance, vol. 4, issue 1, 2018, 107-120 107 export credit insurances in developing countries: the case of turkey and imt countries 1 cihat koksal, (phd candidate) istanbul commerce university abstract export credit insurance is one of the substantial tools to promote export in a country. this paper endeavours to find out the effect of export credit insurance covered by export credit agencies on the developing countries’ export figures and gdp. the countries subject to the analysis are turkey and indonesia, malaysia, thailand also known as imt countries. the relationship between export value, economic growth and export credit insurances is going to be analysed using vector autoregression (var) model. keywords: eximbank, export credit agency, export credit insurance, johansen cointegration test, granger causality test 1. introduction in recent years, goods and services in international trade are becoming increasingly similar. this development has shifted the competition from products itself to price, marketing, payment terms and after-sales services. costs can be kept in the minimum level and offered to the customer at the most appropriate price, only through the use of proper financing techniques. for this reason, countries try to provide financing opportunities on favorable conditions to encourage exports. in line with this objective, it implements foreign trade policies to develop various institutions and models to give its entrepreneurs competitive advantage in foreign markets. with the aim of financing the companies’ foreign trade activities export credit agencies (eca) play a crucial role all over the world. ecas are supported by their home countries. their organization and structure change among the countries. they can be established as a bank, financial institution or insurance company. when ecas are founded as a bank, their model is called export-import bank (eximbank). when ecas are established as an insurance company, they are usually privately owned and have responsibilities against their related ministries within the country they operate for. (salcic, 2014) ecas have two main functions. first one is supporting the national export via direct loans given either to the domestic exporter company or foreign buyer (importer). direct loans provide a crucial source of funding when commercial banks are not able to or does not want to give credits to the foreign buyers. (salcic, 2014) export credit insurance allows the exporters to guarantee their receivables up to a certain limit even if the importer fails to pay due to commercial or political reasons. exporters have the advantage to have export credits when they issue their export credit insurance policies as a security deposit to the banks. this is especially important for companies from the developing countries as they will have the possibility to compete with the companies from all over the world. other benefits of having such a system are; to encourage the exporter to enter new and unknown markets, widening their market share, avoiding the risk of non-payment for their open account sales and to be able to use the database of the insurance company to be informed about the potential customer’s financial situation. export credit insurance up to one year is classified as short term whilst more than one year is classified as medium-long term export credit insurance. 1 this paper is derived from the ongoing phd thesis of cihat koksal, currently a student at istanbul commerce university, foreign trade institute, department of international trade. in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e cihat koksal 108 in 1934, public and private credit insurers formed “berne union” whose objective is to support internationally recognized principles in export credit and investment industry. they have 85 members including state supported ecas, private credit and political risk insurers which provide insurance products, guarantees and direct loans. (berne union, 2018) figure 1 drawn below, demonstrates that the total support on short, medium and long term export credit covers from berne union members reach 11% of total world export value. world export value experienced a sharp decrease by 22% in the 2008-2009 crisis falling from around 16 trillion usd to 12.5 trillion usd. however export credit insurances fell from 1.45 trillion usd to 1.314 trillion usd which amounts to a 10% decrease. figure 1: world export and export credit insurances source: https://www.berneunion.org/datareports (berne union, 2017) the first trade credit insurance company was founded in london under the name of british commercial insurance company. (karrer, 1958) afterwards, many other european and american companies followed it structuring better than before and establishing a more secure system. in 1928, the roof organization called “the international credit insurance association” has been founded in paris. this organization enabled their members an information network between them so that they could decide whether to provide insurance limits on that company or how much premium amount to be taken from their customers. the developing countries started establishing their state backed ecas years later such as turkish eximbank on 1987, thai exim (thailand) on 1993, mexim (malaysia) on 1995 and lpei (indonesia) on 1999. the rationale behind this act is the increase in the economic growth rates in developed countries when they support their export industries with direct credits, loans or guarantees. in this study four selected ecas from developing countries are going to be analyzed, and then the similarities and differences among them are going to be revealed. out of these ecas three of them lpei (indonesia), mexim (malaysia), thai exim (thailand) are full member institutions of asian eximbank forum while turkish eximbank is the only associate member in it. the objective of this forum is to increase the cooperation between the member institutions, sharing expertise, promoting intra-regional trade and making multilateral agreements among each other. currently there are ten full member ecas representing their countries. (asian eximbanks forum, 2018) indonesia, malaysia and thailand share their borders and all are founding members of association of southeast asian nations (asean) which has economic, social, political and cultural aims. moreover these countries are export credit insurances in developing countries: the case of turkey and imt countries 109 known as imt countries and formed a sub-regional economic program called imt growth triangle (imt-gt) in 1993 to be able to develop some less developed regions within their countries. imt-gt prepared a vision report 2036 aimed to be reached until that year. the objectives are increasing; the gdp, share of intra trade in total imt trade, incoming fdi flows, the tourism potential, the number of cross-border projects and implementing green city action plan. (asian development bank, 2018) on the other hand turkey also has a vision report for her 100th year anniversary on 2023. she has some similar objective topics and some of them are; increasing the gdp, becoming one of the top ten economies in the world and exporting $500 billion worth of goods and services. figure 2 shows the gdp per capita of the selected economies. in 2016, turkey had the highest gdp per capita ($10.862) then malaysia ($9.508), thailand ($5.910) follows her respectively. indonesia ($3.570) had the lowest per capita income in that year. gdp per capita of turkey with malaysia and thailand with indonesia follows a very similar trend during the years from 2005 to 2016. based on these gdp per capita they have, all of these countries are classified as developing countries. (united nations, 2014) figure 2: gdp per capita (usd) source: world bank when we consider the gdp volume in total, the rankings among these countries change significantly as can be seen in figure 3 below. indonesia takes the first place in 2016 with a gdp of $932 billion ahead of turkey ($863 billion). thailand ($407 billion) and malaysia ($296 billion) follows them respectively. cihat koksal 110 figure 3: gdp (million usd) source: world bank figure 4: 2016 gdp (million usd) source: world bank the high population of indonesia with 261 million people in 2016 explains the imbalance between gdp and gdp per capita ranking. the increase of her population is expected to continue in the coming years at a similar ratio as can be seen from the population statistics. turkey and malaysia increase their population in a similar ratio while thailand’s population increases in a very low rate in the last 20 years. figure 5: 2016 population (million people) source: world bank export credit insurances in developing countries: the case of turkey and imt countries 111 figure 6 shows the gdp growth rates among these developing countries. in times of crisis malaysia, thailand and turkey experienced a negative growth rate while surprisingly indonesia achieve to grow 5% and seem to be having the most stable growth rate along these years. turkey is the most fluctuating country among them having the most negative growth rate of -5% during the crisis however she had the biggest growth rate with 11% in 2011. thailand’s growth rate decreased significantly in the years 2009, 2011 and 2014. malaysian economy experienced a stable growth rate after the crisis. figure 6: gdp growth rates (%) source: world bank figure 7 below shows the exports as percentage of gdp, which is used to define an economy’s degree of openness. as the export’s share in the economy increases, country is believed to have a more open economy. theoretically countries with a smaller economy tend to have a higher rate as the domestic market is not big enough to fulfill the demand so the companies have to export their products in the international markets. malaysia and thailand economies are smaller than turkey and indonesia therefore suits well to the theoretical framework as their exports over gdp ratio are bigger than the two other countries. malaysian ratio was around 110% in 2005 and gradually fell to 70% in 2016 while the ratio of thailand is steady around 70% during those years. ratios of turkey and indonesia which are bigger economies show a stable trend at around 20%. cihat koksal 112 figure 7: exports as percentage of gdp (%) source: world bank figure 8 below shows the exports of goods and services of the four countries. there is breakdown during the crisis until 2009 and then a rapid increase in all of the countries. in 2011 malaysian and indonesian exports experienced a decrease until 2016. however turkish and thai exports increased until 2014 and then turkish exports started to decrease while thai exports showed a steady trend. figure 8: exports of goods and services (million usd) source: world bank 2. literature review there have been a number of studies regarding the relationship between export promotion expenditures and exports. the research of coughlin and cartwright (1987) is one of the first studies trying to investigate this relationship. in their study, they found out the positive effect of the export promotion expenditures on export in the u.s. by using ordinary least squares (ols) method. they put emphasis on the diversity of elasticity among states. also wilkinson, et al. (2005) studied the u.s. state expenditure on export promotion between the periods of 19942000 using regression analysis. they found that there is a positive relationship between the variables as well. export credit insurances in developing countries: the case of turkey and imt countries 113 alvarez and crespi (2000) found that promotion instruments such as export credit insurances increase the market for export companies in chile and after a few years they export more with a higher diversification possibility across products and markets. egger and url (2006) analysed the relationship between austrian exports and export credit guarantees provided by austrian eca by using gravity equation model. their results show that export credit insurances have a significant short-term and also long-term effect on the exports. one per cent covered insurance creates 0.05 per cent of shortterm exports and 0.44 per cent of long-term exports. mah (2006) studied whether the export insurances have any effect on the japanese exports. he found that there is no significant effect between the two for japan however he suggested that export insurance increased the manufacturer’s profit. baltensperger and herger (2009) studied the effect of export insurances given by oecd member countries to non oecd member countries by using gravity equation model. results show that export insurances provided by oecd member ecas for exports to low-income countries did not increase exports to those countries while exports to middleand high-income countries increased significantly during 1999-2005 period. lederman et al. (2010) studied the effect of export promotion agency (epa) activities on the exports based on a survey data consisting of 103 developing and developed countries. they found that the presence of export promotion institutions increase the exports around 12%. also they suggested that the countries with a higher gdp per capita export more. martincus and carballo (2010) studied the export promotion activities of peru’s epa to analyse through which channels the firms’ exports increase. their results indicate that exports are expanded through extensive margin, both markets and products and no significant effect has been reached on the intensive margins of exports. felbermayr and yalcin (2011) conducted a research to find out the export enhancing effect of hermes insurances on the exports of germany. results indicate that one percent increase in export insurances boosted the exports by 0.012 per cent. another finding is that insurances have a bigger effect on the lower income countries. hayakawa, et al. (2014) examined the role of export credit agencies in promoting exports from south korea and japan. their findings suggest that there is a positive and significant effect on exports and eca’s effect was larger when it comes to exporting to low-income than in to high-income countries. auboin and engemann (2014) used country level data of export credit insurers obtained from berne union statistics to analyse its effect over the country’s real imports. 1% increase in export credit insurance covered on a country increases its import by 0.4%. also they suggest that this effect does not change during crisis. van der veer (2015) studied the effect of privately insured exports from 25 countries to 183 destination countries over exports covering periods from 1992 to 2006. he found a trade multiplier of 1.3 implying that eur 1 insured export generate eur 1.3 additional exports. polat and yeşilyaprak (2017) investigated the effect of export insurances on the exports of turkey using gravity equation model during the years of 2000-2015. theirs results show that one percental increase in export insurance leads to 3% to 17% increase in exports. according to the export-led growth hypothesis, exports are believed to be the engine for the economic growth. katircioglu, et al. (2007) and katircioglu (2012) studied the causality between financial development, international trade and economic growth in india and sub-saharan africa. their results indicate that there is a unidirectional relation between economic growth and international trade. they also suggest that exports enhance the financial development in india and sub-saharan africa. hye, et al. (2013) suggested that the export-led growth hypothesis holds for countries bangladesh, bhutan, nepal, india and sri lanka. cihat koksal 114 there are also studies which prove that this hypothesis is valid including the developing countries in this research. taban and aktar (2008), jiranyakul (2010), keong, et al. (2003) rahmaddi and ichihashi (2011) analysed the hypothesis respectively for turkey, thailand, malaysia and indonesia and tested the relationship empirically which they found that the hypothesis holds for these countries. also anatasia (2015) put emphasis on the role of promoting export in thailand and malaysia to be able to reach to a higher standard of living and welfare level. kalaycı and koksal (2015) pointed out to the relationship between these variables for china. 3. data and methodology this study aims to investigate the relationship between gdp, export value and export credit insurances for the countries turkey, indonesia, malaysia and thailand covering the periods 2005 q12016 q4. export credit insurance data have been obtained from berne union statistics. gdp and export value data have been obtained from imf database. gdp series have been converted to us dollar currency from their local currencies using the quarterly average exchange rates. all series have been transformed to logarithmic values to be able to stabilize the variance. variables that are used in the analysis are described below: loggdp: quarterly gdp data are used to describe the economic growth. logexp: quarterly export value data describe the exports of total goods and services in a given country. loginsst: quarterly export credit insurance data describe the total insurance coverage of export credits by the analysed country ecas. ecas for turkey, indonesia, malaysia, and thailand are turkish eximbank, lpei, mexim and thai eximbank respectively. the relationship among the variables is tested by using johansen cointegration test and granger causality test. first of all unit root test is applied to find out the stationarity among the variables. the ones that are stationary in the same level are tested to find out the long run cointegration relationship. afterwards causality analysis is done to determine the direction of the relationship. in order to test the variables for johansen cointegration, they have to be stationary at the same level. augmented dickey fuller (adf) unit root test results are shown in table 1 below. table 1: unit root test results countries turkey indonesia malaysia thailand variables level value first difference level value first difference level value first difference level value first difference gdp 0.4643 0.1848 0.6493 0.2196 0.2192 0.0215 0.2395 0.0000 export credit insurances 0.9093 0.0000 0.5424 0.0000 0.1951 0.0000 0.5093 0.0000 export value 0.4096 0.0492 0.2813 0.0006 0.2218 0.0065 0.2054 0.0000 table 1 shows that all variables have unit root before taking the first difference. after taking the first difference all variables become stable except gdp series of turkey and indonesia. so cointegration test can be done with two variables for these countries. cointegration test of countries malaysia and thailand can be done using all variables including gdp. afterwards optimum lag length is determined by using lag length criteria test. lm test is applied to find out if there is auto correlation problem. to check the stationarity of the whole model is examined by looking at inverse roots of ar characteristic polynomial. white test is applied to see if there is a heteroscedasticity problem. all these tests are done and proceeded to the cointegration tests. export credit insurances in developing countries: the case of turkey and imt countries 115 table 2: johansen cointegration test results turkey hypothesis trace statistic maximum eigenvalue statistic h0 h1 statistic critical value statistic critical value r=0 r≥0 6.425 18.397 4.321 17.147 r=1 r≥2 2.103 3.841 2.103 3.841 according to table 2, both trace (6.425<18.397) and maximum eigenvalue statistic (4.321<17.147) is less than critical value. this is why null hypothesis r=0 can not be rejected for both test values. in other words export value and export credit insurance variables are not cointegrated for turkey. table 3: johansen cointegration test results indonesia hypothesis trace statistic maximum eigenvalue statistic h0 h1 statistic critical value statistic critical value r=0 r≥0 13.59517 20.26184 8.273956 15.8921 r=1 r≥2 5.321211 9.164546 5.321211 9.164546 according to table 3, both trace (13.5951<20.2618) and maximum eigenvalue statistic (8.2739 <15.8921) is less than critical value. this is why null hypothesis r=0 can not be rejected for both test values. in other words export value and export credit insurance variables are not cointegrated for indonesia as well. table 4: johansen cointegration test results malaysia hypothesis trace statistic maximum eigenvalue statistic h0 h1 statistic critical value statistic critical value r=0 r≥0 43.77541 42.91525 26.16753 25.82321 r=1 r≥2 17.60788 25.87211 12.85867 19.38704 according to table 4, both trace (43.7754>42.9152) and maximum eigenvalue statistic (26.1675 >25.8232) is bigger than critical value. this is why null hypothesis r=0 can be rejected for both test values. in other words gdp, export value and export credit insurance variables are cointegrated for malaysia. table 5: johansen cointegration test results thailand hypothesis trace statistic maximum eigenvalue statistic h0 h1 statistic critical value statistic critical value r=0 r≥0 45.56453 35.0109 33.52462 24.25202 r=1 r≥2 12.0399 18.39771 7.254035 17.14769 cihat koksal 116 according to table 5, both trace (45.5645>35.0109) and maximum eigenvalue statistic (33.5246 >24.2520) is bigger than critical value. this is why null hypothesis r=0 can be rejected for both test values. in other words gdp, export value and export credit insurance variables are cointegrated for thailand as well. turkey and indonesia where there is no cointegration among the variables are going to be tested with granger causality to see if the variables affect each other in the short term. malaysia and thailand where there is a cointegration relationship are going to be tested with vecm granger causality. table 6: granger causality test result – turkey h0 hypothesis chi-sq df prob. dloggdp is not a granger cause of dlogexp 4.528567 1 0.0333** dloginsst is not a granger cause of dlogexp 0.000704 1 0.9788 dlogexp is not a granger cause of dloggdp 23.23611 1 0.0000* dloginsst is not a granger cause of dloggdp 0.611214 1 0.4343 dlogexp is not a granger cause of dloginsst 0.007189 1 0.9324 dloggdp is not a granger cause of dloginsst 0.677414 1 0.4105 (*) and (**) signs show that the coefficients are significant at 1% and 5% level respectively. table 6 shows the granger causality test result for turkey. there is a causality relationship between gdp and export value in both directions. table 7: granger causality test result – indonesia h0 hypothesis chi-sq df prob. dloggdp is not a granger cause of dlogexp 1.637682 2 0.4409 dloginsst is not a granger cause of dlogexp 0.230639 2 0.8911 dlogexp is not a granger cause of dloggdp 4.940501 2 0.0846 dloginsst is not a granger cause of dloggdp 0.857569 2 0.6513 dlogexp is not a granger cause of dloginsst 1.131868 2 0.5678 dloggdp is not a granger cause of dloginsst 4.560947 2 0.1022 table 7 shows the granger causality test result for indonesia. according to the test result no significant causality relationship exists among the variables. table 8: vecm granger causality test resultmalaysia h0 hypothesis chi-sq df prob. dloggdp is not a granger cause of dlogexp 5.986249 1 0.0144** dloginsst is not a granger cause of dlogexp 2.682409 1 0.1015 dlogexp is not a granger cause of dloggdp 7.026798 1 0.0080* dloginsst is not a granger cause of dloggdp 0.562818 1 0.4531 dlogexp is not a granger cause of dloginsst 0.086043 1 0.7693 dloggdp is not a granger cause of dloginsst 0.052937 1 0.818 export credit insurances in developing countries: the case of turkey and imt countries 117 table 8 shows the granger causality test result for malaysia. there is a causality relationship between gdp and export value in both directions. table 9: vecm granger causality test result thailand h0 hypothesis chi-sq df prob. dloggdp is not a granger cause of dlogexp 7.697927 3 0.0527** dloginsst is not a granger cause of dlogexp 15.38715 3 0.0015* dlogexp is not a granger cause of dloggdp 5.045282 3 0.16850 dloginsst is not a granger cause of dloggdp 0.951864 3 0.8129 dlogexp is not a granger cause of dloginsst 11.79337 3 0.0081* dloggdp is not a granger cause of dloginsst 10.97385 3 0.0119** table 9 shows the granger causality test result for thailand. there is a causality relationship from gdp to export value and export insurance. another causality relationship is between export value and export insurance in both directions. 4. conclusion according to the analysis, there is a cointegration relationship among the variables gdp, export value and export credit insurances for countries malaysia and thailand. data cover the period between the years of 2005-2016. gdp, gdp growth rate and exports as percentage of gdp of these two countries show very similar patterns which might have an effect on the results. however for countries turkey and indonesia there is no cointegration relationship. granger causality test was applied to find out the direction of the relationship for all of the countries. gdp and export value of turkey and malaysia have bidirectional causality relationship. however export insurance does not have an effect neither on gdp nor on export value. gdp of thailand has both causality on export value and export insurance. bidirectional causality relationship is obtained between export value and export insurance. as the export value increases, exporters demand more export credit insurances and as more companies can reach to export credit insurances, the country increases its export value. for indonesia, no granger causality can be found among the variables. the causality relationships can be summarised with the help of figures below. cihat koksal 118 it can be concluded that the export-led growth hypothesis is valid for turkey and malaysia according to this study covering the period 2005-2016. this paper supports the findings of taban & aktar (2008) and rahmaddi & ichihashi (2011). gdp increase leads to an increase in the export value in countries turkey, malaysia and thailand. the only country that the export credit insurance has a significant effect on the export value is thailand. it can be seen from figure 8 that the export value has a break in 2011 when thailand continues to increase her exports while the malaysia and indonesia decrease their exports. second break is in 2014 when thailand stabilizes her exports while the other three country exports start to diminish. the literature on the relationship between export credit insurances and exports usually exists for developed countries and the results confirm the export enhancing effect of export credit insurances. this study tries to analyse the four developing countries in a similar income level and export value. it can be inferred from this study that the export promotion policies in these developing countries have to be analysed and used more effectively to be able to create more export value. özyüksel (2017) in her survey study, found out that the turkish exporters, both smes and large companies, regard export credit insurance as a first level priority that the state should support for the promotion of exports. the operations and the budget of the ecas should be increased by the governments. another recommendation would be that export credit insurances and other export promotion tools should be introduced to the smes in the developing countries to enhance their exports. more studies are needed to find out how the export promotion policies in the developing countries affect exports and other macroeconomic variables. references alvarez, r. & crespi, g. 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(2008). an empirical examination of the export-led growth hypothesis in turkey. journal of yasar university, 3(11), pp. 1535-1551. cihat koksal 120 united nations, (2014). world economic situation and prospects 2014. available at: http://www.un.org/en/development/desa/policy/wesp/wesp_current/2014wesp_country_classification.pdf (accessed 16 march 2018). van der veer, k. j. (2015). the private export credit insurance effect on trade. the journal of risk and insurance, 82(3), pp. 601-624. wilkinson, t., keillor, b. & d'amico, m. (2005). the relationship between export promotion spending and state exports in the u.s.. journal of global marketing, 18(3/4), pp. 95-114. world bank (2018), world bank open data, available at: https://data.worldbank.org/ (accessed 20 february 2018). https://data.worldbank.org/ international journal of commerce and finance, vol. 5, issue 1, 2019, 92-101 92 the mediating role of organizational identification on the relationship between job satisfaction and organizational citizenship behavior: a research in the finance industry ece arıkoğlu istanbul commerce university, turkey assc. dr. necla öykü i̇yigün istanbul commerce university, turkey mehmet sağlam istanbul commerce university, turkey abstract this study aims to examine the relationship between job satisfaction, organizational identification and organizational citizenship behavior of the employees in the finance industry. also, it is aimed to reveal the mediating role of organizational identification on the relationship between job satisfaction and organizational citizenship behavior. the convenience sampling method was used in the study. the questionnaires were distributed to 355 personnel working in the finance industry and the 304 completed responses obtained from these participants were analyzed. the correlations between the variables were found statistically significant and hierarchical regression analysis was used. keywords: job satisfaction, organizational identification, organizational citizenship behavior 1. introduction organizations operating in the finance industry are evaluated by the capability of adapting rapidly to changing conditions, adapting to the conditions created by the competitive market, integration of employees with different cultures into the business structure and employment policies etc. the main factor of business life is human. because of the competition and the increasing importance given to human resources within the changing working conditions, the concepts of job satisfaction, organizational identification (oi) and organizational citizenship behavior (ocb) have literally taken their place and become frequently used. the most basic demand of the employee who spends most of the day in the workplace aims to spend a happy and peaceful time in the work environment where he/she is located and to take the spiritual value for his/her labor. the value that the organization gives to the employee and the way in which the employee perceives and evaluates the value that the employee will receive from the organization affects the connection between the employees and the organization. finance industry is a dynamic industry, which is affected by economic and political conditions. employees of this industry frequently come across with continuous risks against volatile market conditions. job satisfaction is one of the most important tools used to measure organizational effectiveness (yeşil and dereli, 2013, ss.109-199). the concepts of job satisfaction and organizational commitment are closely related. employees with high job satisfaction are more committed to the organization they work for. the more important it is to produce goods and services from the point of view of organizations; the more important is for employees to be satisfied with their work and the organization they work with. (çöl, 2004, ss.31-45). in case of lack of job satisfaction, many negative attitudes and behaviors could occur, such as turnover intention. at this point, the causing factors for dissatisfaction of the employees should be evaluated in detail. job satisfaction is one of the most important issues of organizational behavior and management. organizational identification is a factor that allows the employee to be satisfied with his/her work. according to başar and basım in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e the mediating role of organizational identification on the relationship between job satisfaction and organizational citizenship behavior: a research in the finance industry 93 (2015), employees identifying themselves with the organization display positive behaviors when they face with problems (başar and basım, 2015, s.118). employees display these positive behaviors in public and private life at the same time (türk, 2007, s.96). employees with high organizational commitment are more committed to organizational goals and are more enthusiastic to achieve organizational goals. as a result, employees feel more committed to their organization and become identified with the organization. organizations also want employees with strong organizational identification, because of the expectation of more positive contribution. the importance given to the human factor for organizations has attracted attention in the literature. employee behaviors affect the efficiency, productivity and profit margin of an organization in a positive or negative way. employees who do not go beyond the formal job role behaviors, and do not make any extra effort for the success and development of the organization; do not provide any benefit and cannot be at the expected level. 2. conceptual framework 2.1 job satisfaction job satisfaction is about a person's positive emotional response to a particular job. job satisfaction is an emotional response that the employee expects from work, with the results he/she expects, and deserves. one of the most important attitudes in organizational behavior is the attitude of the employee towards his/her work and is called “job satisfaction” (özkalp and kırel, 2011, s.113). it is stated that one of the most common subjects of the researches conducted in order to measure the attitudes of the employees is the job satisfaction. a distinction must be made between the satisfaction of the employee against his/her performance and the satisfaction he/she obtains during his/her work. the first one is called external satisfaction (external rewards) and the second one is called internal satisfaction (inner rewards) (eroğlu, 2007, s.381). job satisfaction is the result of the attitude of the employee towards his/her work. factors affecting job satisfaction could be counted as organizational factors (wage, promotion/promotion opportunity, working conditions, organizational procedures and principles), individual factors (personal needs and expectations), cultural factors (beliefs, values and attitudes), economic, social and environmental factors (duman, 2000, ss.14-15). job satisfaction is a combination of positive and negative feelings about people's work as an attitude and a personal situation (konak.,2011, s.26). a satisfactory job for an employee may not provide the same level of satisfaction to another employee. in other words, employees' perceptions of job satisfaction are different. job satisfaction may change over time and may not satisfy the person after a certain period of time. job satisfaction covers not only the professional business life of a person but also a large part of personal life. job satisfaction affects employee’s life outside work and job satisfaction affects life satisfaction, life satisfaction affects job satisfaction. (smither, 1998, s. 236). the alienation of employees to their organizations and the decrease of job satisfaction cause the slowdown of work within the organization, low productivity, disciplinary problems and other organizational problems (davis, 1988, s.504). organizations need to implement various methods to minimize these problems and to make the most effective use of the employees. 2.2. organizational identification organizational identification makes organization membership become a part of the employees’ personality. employees are proud to be members of the organization. it is an indicator of the good intentions of employees about their organizations (tutar, 2016, s. 236; i̇yigün, 2015, s.183). organizational identification is measured by the degree of acceptance of the organization by the employee’s. someone who is identified with the organization is expected to reflect the identity of the organization, and to work for the organizational values by making sacrifices in favor of the organization. organizational identification consists of two dimensions which are intra-group identification and identification with the organization itself. intra-group identification has a stronger structure than organizational identification with the organization because it is concrete and easy to perceive. individual communication with people is easier than communicating with other physical structures and processes. intra-group identification shows the degree to which ece arikoğlu & doç. dr. n. öykü i̇yi̇gün & arş. gör. mehmet sağlam 94 the person is part of the group. if the person has the belief that he/she has shared the same fate as the group he/she is identified with, then the group is experiencing identification. in-group identification is stronger than organizational identification because people spend most of their time with their work groups. organizational identification shows the degree of conformity of the organization and the goals and values of the people to which they are members. organizational identification is the degree of internalization and assimilation of organizational values, aims and organizational missions of employee. in other words, personal objectives are harmonized with the organizational objectives (ashforth and mael, 1989, s.20). 2.3. organizational citizenship behavior organizational citizenship behavior (ocb) is defined as “behaviors that help the organization to function efficiently as a whole without taking into account the formal award system based on volunteerism” (taşçı and koç, 2007, s.371). main reasons of ocb could be summarized as the idea that “the senior management behaves fairly and treats equally to the employees”, the desire of employees to be accepted by their colleagues in the organization, expectation of some rewards such as promotion, salary increase and etc. (gürbüz and yüksel, 2008, s.52). organizational citizenship behavior consists of five dimensions (serinkan and erdiş, 2014, s.71) the first dimension is altruism which means that employees help other employees in their duties and problems related to the organization. “helpfulness” is the base of this behavior. conscientiousness is the second dimension which means that members of the organization fulfill their job role behavior beyond what is expected from them. the third dimension is gentlemanship (sportsmanship), which can be expressed as the willingness of employees to approach the organization, the organizational culture and their work with a positive viewpoint/approach and overcome the problems with a constructive approach. it is important that the employee is in a good will. courtesy is the fourth dimension that refers employees’ need for getting along well with each other in the organization. the concept of “courtesy” was first described by organ. courtesy behavior is explained as positive behaviors and attitudes displayed by employees due to the decisions they decide and the duties they are responsible in the organization in which they are continuously in communication (öztürk, 2010, s.56). civic virtue includes active participation in organization management within the organization, monitoring opportunities and threats in the organization, and observing the interests of the organization. employees who display civic virtue behavior should be both active and constructive (suküt, 2010, s.29). these behaviors are the ones in which the employees are actively involved and interested in organization-related issues. 3. methodology this study aims to investigate the relationships between job satisfaction, organizational identification and organizational citizenship behavior of the employees in the finance industry. within the scope of this research, participants only in the finance industry were included and the findings should not be generalized to the other industries. the limitations of the study could be summarized as time constraint and the number of research questionnaire forms. job satisfaction questionnaire is derived from minnesota job satisfaction questionnaire (msq), which consists of 2 dimensions and 20 statements, developed by weiss et al., in 1967. organizational identification questionnaire which was used in the research, was developed by mael and blake (1992), consisting of 6 statements (mael and blake, 1992). organizational citizenship behavior questionnaire, which is derived from podsakoff et al. (1990), that is based on organ (1988) 's five dimensions including conscientiousness, sportsmanship, civil virtue, courtesy and altruism. podsakoff et al. (1990) and moorman (1991) then improved the scale and it was translated and adapted to educational organizations by polat (2007). in this study, convenience sampling method was used. the number of the respondents is calculated by multiplying it by minimum 5, which is derived from bryman and cramer (2001)’s study. based on this, it was determined that 304 participants were sufficient for the sample size. face to face questionnaire was used as the data collection method for the research. spss 21 and amos 21 statistical programs were used to analyze the collected data. while the amos program was used to determine the validity and reliability of the second order confirmatory factor analysis, the spss 21 program was used for explanatory factor analysis, reliability tests, pearson correlation and hierarchical regression analyzes. the mediating role of organizational identification on the relationship between job satisfaction and organizational citizenship behavior: a research in the finance industry 95 4. research model and hypothesis in light of literature review and the research purpose, the research model was formed as in figure 1. figure 1. research model the research hypotheses based on the literature are formed as follows. h1: job satisfaction has a significant and positive effect on organizational identification. h2: organizational identification has a significant and positive effect on organizational citizenship behavior. h3: job satisfaction has a significant and positive effect on organizational citizenship behavior. h4: organizational identification has a mediating role on the relationship between job satisfaction on organizational citizenship behavior. 4.1 research findings  demographic findings when the participants were evaluated according to their age, it was found that almost half of the participants are aged between 31-39, followed by 34,1% who are aged between 25-30. the majority of the participants are aged between 25 and 39. when the participants were evaluated according to their gender, 56.3% of the sample is women and 43.7% it is men. when the participants were evaluated according to their marital status, 51% of the sample is single and the rest is (49%) married. when the participants were evaluated according to the department they work, 18,6% of the participants work in the marketing department, 13,2% of them work in the purchasing department, 12,2% of them work in the credits department, 9,3% of them work in the information systems department, 5,9% of them work in the operations department, and lastly 5,6% of them work in the treasury department. it is seen that the number of employees in the departments is much less in the sample, so that it could be put forward that most of the departments are being represented. when the participants were evaluated according to the position, 21,7% of the sample is director, 20,3% of the sample is expert, 14,1% of the sample is specialist, 9,9% of the sample is assistant job satisfaction organizational identification organizational citizenship behaviour ece arikoğlu & doç. dr. n. öykü i̇yi̇gün & arş. gör. mehmet sağlam 96 specialist, 8,7% of the sample is assistant, and finally 7,6% of the sample is manager. when the participants were evaluated according to their period, 36,1% of the participants work for 3-5 years and 24,5% of the sample works for 6-10 years.  confirmatory factor analysis while the first-order confirmatory factor analysis was used to determine the factor structures of the scales with more than one dimension, in this study, second-level confirmatory factor analysis was performed with the aim of obtaining scale structures in a single factor structure. the certain modification index values are used for the evaluation of confirmatory factor analysis results. values such as x2 / df, gfi, agfi, cfi and rmsea are generally used in the literature (jöreskog and sörbom, 1984; meydan and şeşen, 2011). confirmatory factor analysis and modification index values for each scale are shown in table 1. table 1. confirmatory factor analysis adaptation index values dimensions x2/df gfi agfi cfi rmsea job satisfaction 2,79 0,91 0,88 0,95 0,07 organizational identification 2,67 0,94 0,91 0,96 0,06 organizational citizenship behaviour 3,16 0,92 0,87 0,95 0,05 degree of compliance x2/df gfi agfi cfi rmsea good ≤3 ≥0,90 ≥ 0,90 ≥0,97 ≤0,05 acceptable ≤4-5 0,89-0,85 0,89-0,80 ≥0,95 0,06-0,08 reference: jöreskog and sörbom, (1984), meydan, c.h. and şeşen, h. (2011) table 1 shows acceptable modification index values. in the result of confirmatory factor analysis, the fit indices were within the range of these values, indicating that the confirmatory factor analysis was appropriate and the scale factor structures were confirmed.  validity and reliability analysis the cronbach alpha reliability values are used to determine the reliability values and internal consistency values (hair et.al., 2006; netemeyer et. al., 2003) of each scale structure and sub-dimensions which are obtained by confirmatory factor analysis and the composite and discriminant validity values used in determining the structure validity are used. cronbach alpha values and the composite validity values should be over 0,70 and the discriminant validity values should be over 0,50 (fornell and larcker, 1981). table 2. validity and reliability test results dimensions cr ave cronbach alpha job satisfaction 0,834 0,535 0,743 organizational identification 0,857 0,563 0,801 organizational citizenship behaviour 0,943 0,664 0,835 as mentioned above, table 2 shows the validity and reliability test results after validation of the factor structures while the cronbach alpha values for all scale sub-dimensions were 0,70 and above, it was found that the validity values were 0,70 and over, and the validity values were over 0,50. the mediating role of organizational identification on the relationship between job satisfaction and organizational citizenship behavior: a research in the finance industry 97  correlation analysis within the scope of this research, by using pearson's correlation analysis technique, as a result of the sub dimensions of the scales were complied with normal distribution, the relationships between the sub-dimensions of job satisfaction, organizational identification and organizational citizenship behaviors were analyzed. with the pearson correlation analysis, the direction and strength of linear relationship can be determined between the variables. correlation coefficients obtained could be explained as 0 to ± 0.30 low level relationship, 0.31 to ± 0.70 moderate relationship and 0.71 to ± 1.0 high level relationship (çokluk, şekercioğlu and büyüköztürk, 2012, s.35). table 3. correlation analysis results in te r n a l sa ti sf a c ti o n e x te r n a l sa ti sf a c ti o n o r g a n iz a ti o n a l id e n ti fi c a ti o n c o n sc ie n ti o u sn e ss s p o r tm a n sh ip c iv il v ir tu e c o u r te sy a lt r u is m internal satisfaction 1 ,737** ,475** ,338** ,248** ,473** ,285** ,292** external satisfaction 1 ,497** ,382** ,257** ,501** ,342** ,338** organizational identification 1 ,378** ,312** ,591** ,322** ,343** conscientiousness 1 ,283** ,623** ,763** ,745** sportmanship 1 ,365** ,322** ,335** civil virtue 1 ,526** ,548** courtesy 1 ,850** altruism 1 table 3 shows the correlation analysis results for the determination of the relationships between the factor structures used in the research. it is found that there is a high-positive relationship between internal satisfaction and external satisfaction. also it is found that there is a medium relationship with the organizational identification, low-positive level relationship with the dimension of organizational citizenship behavior which are sportsmanship, courtesy and altruism and medium-positive level relationship with conscientiousness and civil virtue. while internal satisfaction has the highest level of relationship with the civil virtue dimension of organizational citizenship behavior, it has the lowest level of relationship with sportsmanship. external satisfaction has a medium relationship with organizational identification, has a low relationship with sportsmanship and has a medium-positive relationship with other dimensions. organizational identification has a medium-positive relationship with all organizational citizenship behavior dimensions; and it also has the highest level of relationship with civil virtue. conscientiousness has a low level relationship with sportsmanship, medium level relationship with civil virtue and high-positive level of relationship with other citizenship behavior dimensions. it has also the highest positive level relationship with courtesy. sportsmanship has a medium-positive level relationship with civil virtue, courtesy and ece arikoğlu & doç. dr. n. öykü i̇yi̇gün & arş. gör. mehmet sağlam 98 altruism, and it also has the highest-level relationship with civil virtue. civil virtue has a medium-positive relationship with courtesy and altruism and it has also a higher relationship between altruism. there is a high and positive relationship between courtesy and altruism. external satisfaction, which is one of the dimensions of job satisfaction, has a slightly higher level of relationship with organizational identification than with internal satisfaction.  hierarchical regression analysis before applying regression analysis, certain assumptions should be provided. the first one is to ensure compliance with normal distribution. the linearity between the variables should be provided and there should not be multicollinearity problem (orhunbilge, 2017). normality and linearity could be specified successfully when working on normal distribution tests and distribution tables. calculating variance inflation factors (vif) and durbin-watson (d-w) coefficient examine multicollinearity problems between dependent and independent variables. if variance inflation factors are less than 10 and the values of durbin-watson (d-w) are between 1,5 and 2,5, the model indicates that there is no multicollinearity problem between variables (çokluk, şekercioğlu and büyüköztürk, 2012, s.35-36). kolmogorov smirnov and shapiro wilks tests were calculated for the scales used in this research to provide normality. all scales provided normality when p statistical significance values were calculated among all scales (when p value is greater than 0,05). baron and kenny’s (1986) three-stage regression analysis was used for to test hypotheses to determine the mediator roles in the research hypotheses. this regression is also referred as “hierarchical regression”. according to this method, there must be three conditions provided for an intermediary effect: (1) the independent variable must have an impact on the mediator variable; (2) the independent variable must have an effect on the dependent variable; (3) when the mediator variable is included in the second regression analysis, independent variable regression coefficient on the dependent variable should decrease or disappear, or the independent variable should have a significant effect on the dependent variable. the results of the hierarchical regression analysis performed on the scale factor structures obtained from factor analysis are shown in table 4. table 4. the role of organizational identification on the relationship between job satisfaction and organizational citizenship behavior *p<0,05; **p<0,001 significant model 1 dimension oi (β) r2 ∆r2 f p durbinwatson vif js 0,521** ,272 ,270 132,074 ,000 1,669 1,000 model 2 dimension ocb (β) js 0,480** ,231 ,229 105,978 ,000 1,415 1,000 model 3 dimensions ocb (β) js 0,306** ,312 ,308 34,982 ,000 1,472 1,374 oi 0,333** 1,374 the mediating role of organizational identification on the relationship between job satisfaction and organizational citizenship behavior: a research in the finance industry 99 table 4 shows the hierarchical regression analysis results. d-w coefficients are in the range of 1,5-2,5 for all the regression models, and vif values are less than 10, which shows confirmation about regression assumptions. anova (f) test shows that the models are significant when p values are less than 0,05. when adjusted r2 values are examined, it is found that 27% of the changes in organizational identification for model 1 are explained by job satisfaction, 22,9% of the changes in organizational citizenship behavior for model 2 are explained by job satisfaction, 30,8% of the changes in organizational citizenship behavior for model 3 are explained by job satisfaction and organizational identification. the model is evaluated by baron-kenny approach with independent variable as job satisfaction, mediator variable as organizational identification and dependent variable as organizational citizenship behavior. in the first stage, it is examined that job satisfaction has a significant effect on organizational identification (β = 0.521**). in model 2, job satisfaction has a significant effect on organizational citizenship behavior (β = 0,480**). and finally, when organizational identification, which is a mediator variable in model 3, that is included in model 2, the effect of organizational identification on the impact of organizational citizenship behavior is significant (β = 0.333*). the effect of job satisfaction decreases (β= 0.306*) which shows that organizational identification has partial mediator role on relationship between job satisfaction and organizational citizenship behavior. h1, h2, h3, and h4 hypotheses were accepted from these results. external satisfaction, which is one of the dimensions of job satisfaction, is found to be higher when it is compared with internal satisfaction of the participants. altruism, which is one of the sub-dimensions of ocb, is found to be at the highest level, and then altruism, courtesy and conscientiousness were found at equal level, whereas sportsmanship behavior was at lowest level. while the altruism behavior of the participants was at the highest level, the behavior of sportsmanship was found to be at the lowest level. external satisfaction has the highest relationship with civil virtue which is one of the sub dimensions of ocb, has medium relationship with organizational identification, and again has the lowest relationship with conscientiousness, sportsmanship, altruism and courtesy from the ocb. organizational identification has a high level relationship with civil virtue from ocb; it also has a low level relationship with conscientiousness, sportsmanship, courtesy and altruism. an employee with high job satisfaction will demonstrate less organizational citizenship behavior in case of disagreement with his/her organization. when an employee’s idea is not taken into consideration by the organization or rejected, he/she will feel psychologically “self-excluded”. in this research, it is examined that job satisfaction has a positive effect on the relationship between organizational identification and ocb. it is also found that organizational identification has a positive effect on ocb and job satisfaction has a partial mediating effect on ocb. according to the results, it is understood that the employees in the financial industry display altruism behavior the most among the other dimensions of ocb. it is observed that employees with high job satisfaction will display more organizational citizenship behaviors and they will become more identified with their organizations and then it is expected to display more. 5. conclusion the real success of an organization depends on the performance of its employees. when the ' performance level is high, job satisfaction will increase accordingly. the research shows that employees, who have high job satisfaction, demonstrate extra effort to accomplish their duties and achieve organizational goals. fierce competition and pace of change create stress, conflict, and miscommunication for the employees causing energy loss and alienation. at this point, organizations are expected to take some measures in order to maintain employees’ job satisfaction by revising in-house decisions, regulations and processes such as re-evaluation of promotion, wages, employee morale, organizational communication, etc. businesses have to build good relationships with their employees to provide competitive advantage. employees, who have low job satisfaction, demonstrate organizational deviance behaviors ece arikoğlu & doç. dr. n. öykü i̇yi̇gün & arş. gör. mehmet sağlam 100 such as absenteeism, aggressive behavior, abuse of property and etc., which can cause financial losses for the businesses. therefore, managers should allocate consensus and compliance with employees to increase job satisfaction at workplaces and encourage teamwork, loyalty, innovation and entrepreneurship. employees, who are identified with their organization, appear to make extra efforts to achieve their duties and achieve organizational goals. employees, who have organizational identification, are expected not to have intention to leave or have organizational deviance behaviors. giving value to employees, encouraging employees for participation in decisionmaking processes, providing an ideal work environment are expected to increase organizational commitment. if the organizational identification of employees increases, it will also increase organizational citizenship behavior. in this context, promotion and career opportunities, financial incentives and rewards by the organization offered should be increased. having employees who are motivated to work voluntarily and enthusiastic about acting beyond job description are one of the competitive advantages for the businesses. employees who have organizational identification and high job satisfaction are expected to demonstrate more ocb. and also he/she will participate in the decision-making process, perceive the decisions as his/her individual decision, will display extra role behavior without any expectation and directly will be able to increase organizational success. references başar, y. and basım, n.,(2005). “effects of organizational identification on job satisfaction: moderating role of organizational politics”, university of celal bayar, journal of management and economy, 22(2),666. baron, r. m., and kenny, d. a., (1986). “the moderator–mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations”, journal of personality and social psychology, 51(6). bryman, a., and cramer, d. 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(1967). “manual for the minnesota satisfaction questionnaire”. minnesota studies in vocational rehabilitation, 22, 120. international journal of commerce and finance, vol. 4, issue 2, 2018, 118-127 118 strategic management sensitivity scale development and validity research münir ataş, (phd candidate) istanbul commerce university, turkey murat kasımoğlu, (phd) istanbul commerce university, turkey abstract the paper aims to develop a scale to be applied to the managers by conducting sensitivity analysis on strategic management activities. this paper uses a sample of 320 managers who are working in strategy units in the public institutions, municipalities, private sector, universities and managers engaged in strategic management activities in turkey. data is collected via the draft scale called “strategic management sensitivity scale form” developed by the researcher. dimensionality analysis, normality analysis, reliability analysis and factor analysis for construct validity are performed for data processing. the results revealed that the scale has 24 items measured by a fivepoint likert-type scale. the items are grouped under three factors as (1) distribution, dissemination and action sensitivity, (2) planning sensitivity and (3) process sensitivity. they accounted for 58.49% of the total variance. the scale has a cronbach’s alpha coefficient of 0.86. this improved scale is found fairly high in terms of validity and reliability. this paper has focused on the roles of managers in strategic management and strategic planning processes. the results show the importance of the managers’ strategic management activities in the planning and decision making processes. this paper contributes to the literature on strategic management and strategic planning on managerial issues, human resource effectiveness and firms’ strategies. organizations can benefit from this scale on issues such as better recognition of people in recruitment, determination of training needs and promotion process. keywords: strategy, strategic management, the scale of strategic management sensitivity 1. introduction the main objective of the organizations is the development of plan, program, strategy and methods that ensure the most effective usage of the resources. increased competition and the changing demand structure make it inevitable to change the organization managements. developing strategies that will ensure to adopt quickly to these changing structures and applying these strategies through appropriate managerial skills are the main factors. to what extent the institutions need strategies, to what extent those strategies will enable the businesses to reach the desired success level effects the behavior of managers. businesses need to make decisions in accordance with the resources they have by taking into account the changes occurring in their environment. these decisions made by business managers enable them to move more accurately under uncertain conditions (bradutan et al., 2012). in the literature, the concept of strategic management is mostly addressed to the organization’s performance, competitiveness, the success of development-oriented plans, the role in decision-making processes and service management, contribution to the managers’ learning process, relationship with entrepreneurship, the role in talent management and contribution to human resources management (favoreu et al., 2015; andrade et al., 2016; pelc, 2015; hoogstra et al., 2008; kohl et al., 2016; luo et al., 2011; congdon et al., 2013; bourletidis, 2013; douglas et al., 2015). to the best of our knowledge, there is no scale to measure the sensitivity of managers to the strategic management process in the literature. with this scale, businesses can create total strategic management sensitivity index value for all managers. the resulting index value can be used for making comparisons among consecutive years and competing businesses. measuring the relationship and causality between theoretical structures, monitoring, evaluating and establishing connections can contribute to the accumulation of knowledge. in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e in te rn a ti o n a l jo u rn a l o f c o m m e rc e a n d f in a n c e strategic management sensitivity scale development and validity research 119 determining the level of strategic awareness in businesses will provide data and information about the managers' training, knowledge, skills and sensitivity deficits. on the other hand, it allows managers to differentiate in the progress and promotion practices of human resources, performance-based reward applications, strategic management and innovation applications. thus, businesses establish a system where strategic management is measured, monitored and rewarded. in the following years, it is aimed that the strategic management sensitivity scale will be a tool that will contribute to the academic and non-academic researchers. the widespread use of such a scale in scientific studies depends on high internal and external validity and reliability, and practical, useful and easy implementation. in this respect, the necessary effort has been made to meet the psychometric and statistical requirements of the strategic management sensitivity scale. 2. theoretical framework 2.1 strategic management definitions in the literature, it is seen that there are a lot of definitions regarding the concept of strategic management. olexandrivna (2016) defines the strategic management as the activities that will keep the business in the changing market conditions. cox et al. (2012) defines the strategic management as a process in which business managers create strategies to provide competitive advantage against the competitors and provide an efficient resource allocation by analyzing the internal and external environment. nag et al. (2007) defines strategic management as an effort to analyze organizational and non-business environments effectively and efficiently. strategic management is a process of formulating, implementing and evaluating strategies (athapaththu, 2016). the formulation of strategies involves the acquaintance of the business itself, the identification of mission and vision statements and the development of strategies. the implementation of the strategy is to determine the policies and procedures, to take measures to ensure the motivation of the employees and to provide the resources to ensure that the strategies are in line with the determined goals and objectives. the evaluation of the strategy is the control of the effective implementation of the strategies (david, 2011) and a collection of decisions that affects the businesses performance (hunger and wheelen, 2007). 2.2 . strategic management process the strategic management process initiated by top executives proceeds towards middle and lower level managers. although the path to be followed by the business is determined by the top management, any input required by the process is obtained by the sub-level managers and employees. many models have been developed during the implementation of the strategic management activity. according to david (2011), the strategic management process which starts with having a strategic consciousness, continues with the determination of the aims and targets in line with the vision and mission statements. these strategic objectives and strategies to reach strategic goals are evaluated and the most effective one is determined. the strategic management process is completed with the implementation of the plan prepared in this direction, defining the deficiencies and giving feedback. according to nedelea and paun (2009), the strategic management process consists of five stages. the first three stages are intended to guide the business. the fourth stage is the most complex and challenging one. at this stage, strategic plan is determined, formulated and administrative decisions are made accordingly. in the fifth stage, strategic performance is evaluated, and corrective actions are taken when necessary. münir ataş & murat kasımoğlu 120 figure 1. strategic management process 3. method 3.1. participants and procedures in this study, the target population has been identified as professionals who are working as a manager in strategy units in public institutions, municipalities, private sector, universities and managers engaged in strategic management activities. as this population represents a very large group of people, the sample size is calculated to be 320 persons in accordance with the scientific criteria. 3.2 creation of measurement tool in the literature, we observed no scale to measure the strategic management sensitivity of managers. in addition, no concrete studies are conducted to measure strategic management sensitivity. in this respect, this research is an exploratory scale development study. the questions in the scale are intended to identify managers’ demography and management mindset. 14 questions are asked in the demographic section. in the first stage of scale development, a large number of research and measurement tools are examined for strategic management and strategic planning concepts and a pool of statements related to the scale is created. the statements in this pool are grouped by considering the dimensions of the review. the first dimension of the scale, the distribution, dissemination and action is structured regarding the works carried out by harvey and scott (1999), davis et al. (2012), dundar and kılıc (1994) and ouchi et al. (1985). the second dimension of the scale, the planning sensitivity dimension refers to kaufman (2016), ferreira et al. (2015), schultz (2016), salkic (2014), carnahan (1980), bakan and buyukbese (2008), demirel (2013), esen (2012) and rajablu et al. (2015). the third and last dimension of the scale, process sensitivity is inspired by studies due to guth (1981), hitt et al. (2007), wang (2016), gunduz (2012), karakas (2014), sencan (2016), tremblay et al. (2009), borger and gaia (2010). 3.3 measures we intend to develop a scale with high validity and reliability within the scope of the study. strategic management sensitivity scale is composed of 24 statements and is analyzed with 5-point likert scale. the degrees determined in response to the labels used in the developed scale are as follows: i strongly disagree = 1, i disagree = 2, neither agree nor disagree = 3, i agree = 4, definitely describes me = 5. the research process is discussed in three parts, namely, the creation of the item pool, the structuring and evaluation of the scale. in the first phase, the strategic management literature is examined and a pool of 122 statement is created. after the creation of the pool, the opinions of the experts are consulted in order to eliminate the unsuitable substances. after that, surface and content validity studies are performed. after these studies, questionnaire form is adapted with 86 questions and pilot research is conducted on a sample of 100 persons similar to the target group. internal consistency analyses are conducted for the data obtained from pilot research. the main research phase started with 25 questions after the pilot research is carried out. after the elimination of the sieved items, the questionnaire is applied to 320 persons using the survey method. 4. results strategic management sensitivity scale development and validity research 121 the results of the study are discussed in two parts as theoretical and empirical. 4.1. theoretical results the theoretical foundations of this research have been shaped around how managers consider strategic management practices in their activities and decision-making processes. therefore, a good understanding of the basics of strategic management concepts is important in analyzing business and employee behavior. in recent years, the changes in the environment of businesses and the increasing competition have influenced the businesses and managers searched for ways of keeping up with these changes. the financial crises and uncertainty have increased the importance of strategic management activities. from this point of view, it has been deemed that it is necessary to deal with the change in the process of strategic management. besides, it is necessary to determine the theoretical and empirical researches carried out on these subjects and to examine the role of these concepts in businesses with a holistic approach. with strategic planning, businesses determine how to reach their targets more effectively. strategic planning is an activity that will be performed by businesses in the process of strategic management. for this reason, these concepts are intertwined but also have different meanings. 4.2 empirical results dimensionality analysis dimensional analysis is applied on the data obtained from the surveys. in this context, exploratory factor analysis is performed to determine whether the sample size is sufficient or not. in this phase kaiser-meyer-olkin (kmo) and barlet sphericity tests are performed. according to the field (2000), if the kmo value is below 0.50, it means that the data is not suitable for factor formation. exploratory factor analysis (efa) should be applied to develop a multidimensional scale that aims to measure complex structures. as a result of the exploratory factor analysis performed for the strategic management sensitivity scale, the kmo value is found as 0.902, while the bartlett sphericity test result is significant 3015 (df 300; p = 0.00). in order to interpret the results of the factor analysis, the total variance value is expected to be over 50%. as a result of the analyses, we observe that the total variance value is realized as 58.49%. factor load analysis is performed in order to evaluate the factor structure correctly. according to netemeyer et al. (2003), the factor load should be at least 0.40. although the value of 0.60 and above is considered satisfactory; 0.59-0.30 is considered to be acceptable. epstein, verbeeten and widener (2016) stated that if there is cross load below 0.20, it should be removed from the scale. as a result of the analysis, no cross-factor load is detected in the analyses. vif value (variance inflation value) and tolerance value are measured for the variables in order to check for multicollinearity between the independent variables. the vif value is measured by r2 values which are determined by regression of independent variables (jensen and ramirez, 2013). the tolerance value is also calculated for all the independent variables with the 1r2. o'brien (2017) stated that where the vif value is greater than 10 and the tolerance value is less than 0.10, multicollinearity problem can be mentioned. according to the analyis results, we observe the scale has no multicollinearity problem. vif values are between 1 and 3 and the tolerance values are more than 0.40. reliability analysis reliability analyses are performed to determine whether the scale represents a particular conceptual structure. in order to measure reliability, corelation coefficient, cronbach's alpha, split half, and omega reliability analysis are performed. the correlation coefficients of the items are between 0.15 and 0.80. it means that the cross-correlation coefficients of the scale items are consistent with the relevant conceptual structure. according to hinkin (1995), the correlation coefficients should be larger than 0.20 and less than 0.70. according to brckalorenz et al. (2013), these coefficients should be between 0.15 and 0.85. if the coefficients are smaller than 0.20, items do not represent the same concept. münir ataş & murat kasımoğlu 122 the second method to measure the internal consistency is “cronbach's alpha” coefficients analysis. the alpha coefficients are greater than 0.65 for all factors. it is also observed that this value is 0.86 for the scale. nunnally states that the alpha coefficient should be at least 0.70, whereas hinkin (1995) states that the alpha coefficient should not be less than 0.50. according to bandana and saini (2009), the alpha value should be at least 0.60. another internal consistecy measurement method is “split half” method. as a result of the calculations performed, the split-half reliability value is found above the threshold value of 0.80 to 0.84. the last internal consistency analysis discussed in this study is the “omega reliability coefficient” analysis. omega reliability analysis is defined as the rate of the total variance explanation value of the common variance value. this method is an internal consistency analysis based on variable factor loads (ventura-león, 2018). omega value is calculated as 0.895. scale dimensions omega values vary between 0.824 and 0.840, which are highly acceptable. normality analysis normality tests are performed to determine whether the items of scale have normal distribution or not. it can be seen that kolmogorow-smirnov and shapiro-wilk tests are used extensively in the literature. the test values must be greater than 0.050 to have normal distribution (noughabi and arghami, 2011). elliot et al. (2007) recommend the shapiro-wilk test when the sample size is less than 50. if the sample size is more than 50, kolmogorow-smirnov test is recommended. our test results indicate normal distribution conditions on the basis of both scale and dimensions. hinton, mcmurray, and brownlow (2014) have pointed out the stickiness and skewness values as a measure of normal distribution. fisher value (z coefficient) is the most important indicator of the normal distribution. if the fisher value is between -1.96 and +1.96, it can be said that the distribution is normal. the skewness and kurtosis values of the scale are examined, and the results are analyzed. as a result of the analysis, it is seen that most of the z values remained within the range of -1.96 and +1.96. construct validity analysis in this context, explanatory and confirmatory factor analyses are performed. the descriptive factor analysis, which enables the determination of a factor model for a group of variables, is a method of analysis, which enables the acquisition of a small number of factors from a large number of variables (bandalos, 1996). it is not possible to apply explanatory factor analysis to all data sets. the data should be normally distributed, the variables should be related to each other at a certain level, the relationship between the variables should be linear and the data should be measured on an equally spaced scale. (büyüköztürk, 2002). confirmatory factor analysis is determined by the factor structure of the scale analysis and the level of the factors previously determined. according to brown (2015), the factor structure of the measurement tool is confirmed with confirmatory factor analysis and the relations of the dimensions with each other. the analysis carried out in three stages are considered as the goodness of fit, affinity and decomposition validity. in this scale development study, the structure validity has been tested by the matching indices. the first goodness index is chi-square/degree of freedom. this is the most widely used measurement method that tests the general suitability of the model. it is tested whether there is a difference between the chi-square test and covariance matrices (hu and bentler, 1999). according to tabachnick and fidell (2007), if the chi square value is less than 2, it is perfectly compatible and if it is below 5, it is acceptable level. the second goodness index value is the goodness of fit index. this value refers to the power to measure the covariance matrix of the variables in the model. it takes values between 0 and 1 and moves in different directions with the degree of freedom (bollen, 1990). a value greater than 0.90 means that the model is valid, and the level of compliance is high (munro, 2005). the third goodness index is the root mean square error of approximation and root square error of approximation. these values are expected to be close to 0 in order to minimize the error between the initial model and the matrix created. for the highest fit, it is stated that the values should be less than 0.08 (lawrence et al., 2006). the fourth goodness index is the comparative fit index. it tests the harmony between the model and hidden variables according to the covariance and correlation matrices. although this method gives more meaningful results in small samples, it is one of the most widely used methods of analysis. the value should be at least 0.90 (munro, 2005). finally, the adjusted goodness of fit index can be considered. this value is between 0 and 1 as in the goodness of fit index. the value should be 0.90 and above (hooper et al., 2008). strategic management sensitivity scale development and validity research 123 table 1. goodness of fit indices fit indexes index values acceptable values chi-square/degree of freedom (x2 /df) 4,216 1