Dünyanın değişik bölgelerinden birçok insan bir noktadan bir başka noktaya çeşitli nedenlerle seyahat etmektedir. İnsanlar, günlük rutinlerinden veya monoton yaşadıkları hayatlarından uzaklaşmak, kaçmak, dinlenmek, yeni yerler keşfetmek için turizm olayına katılırlar. Böylece bedenen ve ruhen rahatlayarak yeniden gündelik yaşamlarına dönerler. Tatil yapmak her yaştan insan için doğal bir haktır. 15-24 yaş arasındaki gençlerin bulundukları yerden ayrılıp, çalışma amacı dışında, gezmek, eğlenmek, eğitim almak, yeni kültürleri tanımak ve dostlar kazanmak amacıyla tatil yapmaları gençlik turizmi olarak değerlendirilmektedir. Gençler enerjik yapıları nedeniyle “güneş-deniz-kum” klasik üçlü dışında, maceraya yönelik aktif spora dayalı alternatif turizm türlerini tercih ederler. Otostop yaparak sırt çantaları ile özgürce dünyayı dolaşmak isterler. Dünya barışına katkı sağlamak, geleceğe umutla bakmak için gençlik turizmi teşvik edilmeli ve desteklenmelidir.

During the 19th century, British diplomacy towards the Ottoman Empire was based on rejuvenating and revitalising the administration system with a series of social and political reforms. Although British attitudes began to transform during the Near Eastern Crisis of 1876-8 and the Anglo-Ottoman alliance was interrupted, the policy changed dramatically on the eve of the First World War.Nonetheless, major events such as the Chanak Crisis in the British Cabinet, the occupation of Constantinople and Smyrna and finally the Turkish Nationalist Movementunder the leadership of Mustafa Kemal Ataturk effected the dynamics of Anglo-Ottoman relations. This book examines the ground of these policies and analyses how thisstorm was over in British foreign policies towards Turkey between 1918 and 1923.

Globalization and related technological developments have increased competition and put organizations in a struggle to survive in an extremely difficult market condition. Organizations adopt their technologies and infrastructures to today’s conditions to gain a sustainable competitive advantage and maintain their existence. However, all these efforts of organizations are easily imitated by rival companies and may cause the loss of competitive advantage.

The resource-based view provides additional information that strategic human resource is the scarce, valuable, inimitable and non-substitutable resources of organizations, thus enabling them to gain a competitive advantage. According to this view, the competitive advantage of the organization is achieved by combining valuable internal resources. Nowadays, sustainable competitive advantage is provided not by environmental factors or physical capital but by human capital (employees) efficiency. In this context, the attitudes and behaviors of employees who make up human resources are important for their organizational success. Many studies emphasize that positive attitudes and behaviors (e.g. innovative work behavior, work engagement, job satisfaction) in employees have important contributions to the success of the organization, while similarly negative attitudes and behaviors (e.g. organizational silence, turnover intention) are one of the main reasons for the failure of the organization.

In our book, literature has been created on the definition, antecedents, and organizational results of new and current concepts that are newly conceptualized in the literature and are still in their infancy. It is considered that this cumulative literature within the book will be a source for future studies on these subjects and will provide important insights for practitioners.