No abstract

The 2015 elections in Turkey disrupted corporate business models in the country. Conducting business in Turkey has unquestionably been impacted by political activity that has often erupted into cultural wars and civil demonstrations. This paper discusses the strategies corporations must undertake to secure a sustainable competitive advantage in Turkey. It researches and critically evaluates the business impact of the changing and often turbulent politics, as well as collects and analyzes economic data in order to propose a decision making platform allowing companies to make informed strategic decisions. Paralleling this research, the paper also investigates how supply chains into and out of Turkey have been severely disrupted as a result of political unrest. Supply chain disruption is increasing amongst trading nations as they (the supply chains) become more complex as a result of their global expansion. External, as well as internal data, are gathered and examined for this paper in order to recommend corporate action to be taken to minimize supply chain disruption. Protection of supply chains needs to also be a priority of government. Therefore, this paper suggests how involvement in supply chain management by a stable government in Turkey would help minimize disruption and make supply chains in the country much more productive and efficient.

Prior literature tells us venture capitalists(VCs) are responsible for ousting founders from their leadership positions and replacing them with professional management around initial public offering (IPO) time. This argument assumes all founders are equally incapable of running a company beyond the initial startup phase. We question that assumption and propose that the relationship between VC involvement and founder-CEO turnover around IPO time is moderated by other variables such as the pre-IPO performance of the firm, the nature of the involvement of the VCs, and the prior experience of the founder-CEOs. Our hypotheses are tested on 108 founder-CEOs of IPO firms and supported to a large extent. Contrary to the conventional view that VCs are primarily perceived as driving forces behind replacement of founder-CEOs with professional managers, this study demonstrates that there is, in fact, a much more complicated and dynamic relationship between VCs and founders of IPO firms. We provide evidence that there are certain factors that induce VCs to replace founder-CEOs and other factors that constrain or facilitate their ability to do so.