Pazarlama günümüzde işletmelerin devamlılığını sürdürebilmesi için gerekli olan, bünyesinde dağıtım, ürün, fiyat, tutundurma gibi bileşenleri barındıran bir süreçtir. Pazarlama karması olarak adlandırılan bu bileşenler sayesinde işletmeler pazarlama faaliyetlerine yön verirler. Bu bileşenlerin eksik ya da yanlış olması işletmeleri başarıdan uzaklaştıracaktır. Kitapta pazarlama karması elemanları anlatılmış ve gerek ülkemizdeki gerekse küresel işletmelerin pazarlama karması ile ilgili karşılaştıkları olaylar ve yanlışları ortaya konulmuştur. İlerleyen dönemlerde bu durumlarla karşılaşabilecek işletmeler için öneriler de kitap içerisinde yer almaktadır.

Tüm iş dünyasına ve akademik camiaya faydalı olması temennisiyle…

In this book, we attempt to make a comparative evaluation of modern macroeconomic schools: Monetarism and New Classical School based on the Classical System that envisage automatic full employment or natural rate of unemployment (NRU) equilibrium (AFNE or ANRUE) vs. New Keynesian and Post-Keynesian Economics based on the Keynesian System which gives unemployment equilibrium (UNE) or non-automatic NRU equilibrium (NANRUE) due to insufficiency of aggregate demand.

In order to determine which school is relevant, first the basic assumptions of these systems are compared: i) rational vs. adjusted vs. heterogeneous expectations, ii) existence of perfect competition in all markets leading to flexibility of prices and wages vs. imperfect competition giving rise to rigidities, and iii) presence or lack of coordination between markets.

In the final phase of our evaluations the performance of the developed economies are surveyed to establish whether we meet with AFNE or ANRUE or else UNE or NANRUE; and whether policy prescriptions devised by respective schools solve or alleviate the problem at hand when implemented.

Our investigations point out that New Keynesian and Post-Keynesian schools are more relevant compared to Monetarism and New Classical School. The choice between New Keynesian and Post-Keynesian Economics, however, is more difficult to make although New Keynesian Economics seems more widespread than Post-Keynesian Economics. Objectively, Post-Keynesian assumptions seem more realistic; normatively, however, New Keynesian stands seems more fit to the present day move towards globalization.

The change of the geopolitical realities, the emergence of new regional dynamics and the perception of security in Central Asia have also changed current perspectives in the region. Fully revised and updated to cover the latest informations and developments, the book will provide comprehensive, accessible and successful introduction for those who are interested in the Central Asia region. As the editors, we have filled a long-neglected gap by producing a volume that authoritatively covers the states of the region. The book will become a definitive text for the teaching as it presents in-depth explorations of systemic and sophisticated way of understanding the actors and processes and offers case study encompassing many subjects about Central Asia. It conbines old and new perspectives with discerning care.

This book –The Changing Perspectives of Central Asia in the 21^st Century- has provided readers with prominent knowledge of independence period, actors, minority issues, nation-state building process, energy, security, water, boundary, regional integration and foreign policies of Kazakhstan, Kyrgyzstan, Uzbekistan, Turkmenistan and Tajikistan with each other and with Russia, China, America, the EU and Turkey. The book claims that geopolitical realities, regional dynamics and the perception of security in Central Asia have changed. Thus, the book focuses on environmental degradation, cyber insecurity and social unrest triggered by sovereign debt traps. These discussions highlight the necessity to reconsider the traditional perception of security as the analysis has to go beyond the state to address a wide range of security threats.

Dr. Murat YORULMAZ is an Assistant Professor in the Department of Management and Organization at Trakya University, Edirne.

Dr. Serdar YILMAZ is an Assistant Professor in the Department of Political Science and International Relations at Muğla Sıtkı Koçman University, Muğla.

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.

This study examines the effects of financial and moral incentives on employee performance within telecommunication organizations, focusing on Asiacell Company in Iraq.

The results indicate that a balanced incentive system integrating both financial and moral rewards generates higher levels of employee motivation, job satisfaction, and productivity compared to reliance on a single incentive type. Overall, the study concludes that while financial incentives are more effective in enhancing short-term performance, moral incentives—such as recognition, career development opportunities, and a supportive organizational culture—are essential for sustaining long-term employee engagement, loyalty, and innovation. Accordingly, the study recommends adopting a dual incentive strategy to strengthen sustainable performance and competitive advantage in the telecommunications sector.