Oberer, Bırgıt

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Profile URL
https://hdl.handle.net/20.500.12469/6884
Name Variants
Oberer, Bırgıt
B.,Oberer
B. Oberer
Bırgıt, Oberer
Oberer, Birgit
B.,Oberer
B. Oberer
Birgit, Oberer
Oberer,B.
Oberer, B.
Job Title
Dr. Öğr. Üyesi
Email Address
Bırgı[email protected]
Main Affiliation
Management Information Systems
Status
Former Staff
Website
ORCID ID
Scopus Author ID
Turkish CoHE Profile ID
Google Scholar ID
WoS Researcher ID

Sustainable Development Goals

15

LIFE ON LAND
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0

Research Products

16

PEACE, JUSTICE AND STRONG INSTITUTIONS
PEACE, JUSTICE AND STRONG INSTITUTIONS Logo

6

Research Products

14

LIFE BELOW WATER
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0

Research Products

6

CLEAN WATER AND SANITATION
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0

Research Products

3

GOOD HEALTH AND WELL-BEING
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1

Research Products

17

PARTNERSHIPS FOR THE GOALS
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1

Research Products

4

QUALITY EDUCATION
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1

Research Products

2

ZERO HUNGER
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0

Research Products

10

REDUCED INEQUALITIES
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2

Research Products

7

AFFORDABLE AND CLEAN ENERGY
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0

Research Products

13

CLIMATE ACTION
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0

Research Products

1

NO POVERTY
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0

Research Products

9

INDUSTRY, INNOVATION AND INFRASTRUCTURE
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3

Research Products

12

RESPONSIBLE CONSUMPTION AND PRODUCTION
RESPONSIBLE CONSUMPTION AND PRODUCTION Logo

1

Research Products

8

DECENT WORK AND ECONOMIC GROWTH
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0

Research Products

11

SUSTAINABLE CITIES AND COMMUNITIES
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0

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5

GENDER EQUALITY
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0

Research Products
This researcher does not have a Scopus ID.
This researcher does not have a WoS ID.
Scholarly Output

27

Articles

1

Views / Downloads

177/4468

Supervised MSc Theses

1

Supervised PhD Theses

0

WoS Citation Count

42

Scopus Citation Count

19

WoS h-index

4

Scopus h-index

3

Patents

0

Projects

0

WoS Citations per Publication

1.56

Scopus Citations per Publication

0.70

Open Access Source

9

Supervised Theses

1

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JournalCount
Procedia - Social and Behavioral Sciences3
Procedia Economics and Finance2
Innovation Vision 2020: Sustainable growth, Entrepreneurship, and Economic Development - Proceedings of the 19th International Business Information Management Association Conference -- 19th IBIMA Conference on Innovation Vision 2020: Sustainable Growth, Entrepreneurship and Economic Development -- 12 November 2012 through 13 November 2012 -- Barcelona -- 1032981
2015 8th International Conference on u- and e-Service, Science and Technology (UNESST)1
Proceedings of the International Conference on e-Learning, ICEL1
Current Page: 1 / 2

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Scholarly Output Search Results

Now showing 1 - 10 of 27
  • Thumbnail Image
    Conference Object
    Innovation in Management: the Virtual Project Performance Scorecard (vpps)
    (INFORMATION ENGINEERING RESEARCH INST USA, 2013) Oberer, Birgit; Erkollar, Alptekin
    Many organizations that resist change are missing growing opportunities
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    Conference Object
    Citation - WoS: 1
    Helping Universities To Be More Competitive: the Program Design Scorecard (pds) Shown in the Example of a Management Information Systems (mis) Phd Program
    (SINGAPORE MANAGEMENT & SPORTS SCIENCE INST PTE LTD, 2013) Oberer, Birgit
    Many universities that resist change are missing out on the growing opportunities
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    Sustainable and Responsible Business: the Renewed Eu Strategy 2011-2014 for Corporate Social Responsibility
    (Int Business Information Management Assoc-IBIMA, 2012) Erkollar, Alptekin; Oberer, Birgit
    Corporate social responsibility (CSR) refers to companies that voluntarily go beyond what the law requires in order to achieve social and environmental objectives during the course of their daily business activities. The European Commission encourages companies to apply fair employment practices that respect human rights particularly where products come from outside the EU. In this contribution the activities of the European Union on Corporate Social Responsibility are analyzed focusing on the 2011-2014 strategy on Corporate Social Responsibility which was published in 2011 and corporate social responsibility reporting and disclosure. The results of the analysis revealed that the European Commission by publishing their new policy on corporate social responsibility intends to enhance positive and to minimize and prevent negative impacts in close collaboration with their stakeholders addressing different actions such as the establishment of sector-based platforms for enterprises and stakeholders to make commitments and jointly monitor progress. The promotion of social and environmental responsibility through the supply-chain and the disclosure of non-financial information are recognised as important cross-cutting issues. Regarding the disclosure the European Commission has different open issues to work on to get a working process for reaching sustainable and responsible businesses.
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    The Innovation Union Scoreboard: Helping Europe Become More Innovative
    (Int Business Information Management Assoc-IBIMA, 2012) Oberer, Birgit; Erkollar, Alptekin
    In this contribution we focus on the Europe 2020 growth strategy its targets initiatives and on EU tools on growth one of which is the 'Innovation Union Scoreboard' (IUS) which includes innovation indicators and trend analyses for the EU27 Member States and other countries such as the US Canada or Japan. The main focus of this analysis in progress is drawing a picture about the European 2020 strategy in the center of innovation and analyzing the IUS structure from its beginnings in 2007 up to the newest IUS report. The results of the analysis revealed that the IUS 2011 distinguishes between 3 main types of indicators and 8 innovation dimensions capturing in total 25 different indicators. The limitations of the IUS 2011 are that it does not capture the most recent changes in innovation performance or the impact of policies introduced in recent years which may take some time to impact innovation performance. It also does not fully capture the impact of the global financial crisis on innovation performance. Whether or not the European Commission was able to overcome the difficulties of IUS2011 will be highlighted in an upcoming analysis of the IUS 2012 report which will be published in 2013.
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    Citation - WoS: 7
    Citation - Scopus: 7
    Anytime. Everywhere. Mobile Learning in Higher Education: Creating a Gis Course
    (Springer-Verlag Berlin, 2012) Erkollar, Alptekin; Oberer, Birgit
    The course concepts introduced in this contribution were implemented in 2011 in a university in Turkey and show an approach for integrating mobile learning modules in higher education. The results of the course show the advantages as well as potential for improvement of the system and the use of it in higher education.
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    Google Plus in the Higher Education Space. Are Educators Ready for Social Media Learning in Schools?
    (International Institute of Informatics and Systemics IIIS, 2012) Oberer, Birgit; Erkollar, Alptekin
    Social Media have an increasing influence on higher education. In the past mainly privacy issues discouraged educators from using social media in teaching but with Google Plus a new way of communicating is promised. Apart from the possibility to post information for students use a videoconferencing tool or a tool to get updated on selected topics instructors can also use Google Plus as a tool for cross-course communication. In general nearly all web services can be adapted for educational use. It requires some experimentation from research and educators in order to find out ways to use Google Plus to improve education and cross-course communication is only one part of it.
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    Citation - WoS: 2
    Citation - Scopus: 1
    Cloud Elearning: Transforming Education Through Cloud Technology: Preliminaries for Generation C
    (ACAD Conferences Ltd, 2012) Oberer, Birgit; Erkollar, Alptekin
    Cloud computing is a buzz word that is also spilling over into the education industry which enables access to software applications hardware data and computer processing power on the Web rather than installing software onto one's computer or server. For education it offers new possibilities to structure and perform learning processes. In this study the potential impact of cloud computing on education is analyzed showing what it means for educators and students as well as institutions and summarized under the heading 'Generation C' where C stands for cloud. The results of the study revealed that cloud computing can be used by educators institutions and individual students as well as by jurisdiction to support particular teaching and learning experiences and to organize software availability. Challenges for educators and institutions using cloud computing in teaching could be summarized under the following keywords: interoperability and transferability terms and conditions security and privacy issues backup and perpetuity denial of service and content issues. On a whole some implications of using cloud computing need to be kept in mind good understanding of the applications in use development of guidelines for use and migration strategies as well as the implementation of risk management could allow educators and institutions to take advantage of cloud computing in turn offering rich online learning experiences for students.
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    Conference Object
    Citation - WoS: 3
    Sustainable Knowledge Management Shown in the Example of a Company Operating on the Telecommunications Market
    (Elsevier Science Bv, 2015) Oberer, Birgit; Erkollar, Alptekin
    Modern organizations are being strongly pressured to increase agility and competitiveness operate on the global market and engage in alliances. One key success factor for these organizations is the human factor. Human resource and knowledge managers line managers and team leaders are ultimately responsible for the effective and efficient operation of the organization. They are collectively responsible for the evolution of the organization in order to meet new challenges. These responsibilities can only be born if the these managers have the appropriate knowledge in their respective fields of expertise and know how to share this knowledge sustainable among each other and have an effective awareness of the need for a knowledge sharing network within the organization. In this study we develop a social media based knowledge management system for a company which operates in the telecommunications market serving a special niche market. Managers from similar disciplines contribute to the project in sharing their knowledge on social media mainly Google Plus. We develop structures for a sustainable knowledge management environment for companies in the example of managers all of who have expertise in management or information technology. Applying social media for managing knowledge could turn these managers into knowledge leaders in their organizations. The results of the forthcoming analysis will show the advantages and potential for improvement for using social media knowledge bases for knowledge exchange. (C) 2015 The Authors. Published by Elsevier B.V.
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    Guidelines for It Change Management Shown on an Example in Turkey
    (Int Business Information Management Assoc-IBIMA, 2010) Oberer, Birgit; Erkollar, Alptekin
    In today's highly technology driven competitive global markets the ability to adopt is the only guarantee of survival. Businesses need to show ability to enable a competitive edge by taking their products or services to markets before the competitors. Today business have to take care that IT systems are able to adapt to the changes caused by our highly technology driven society and the influences of digitalization and globalization to support the needs of businesses quickly and efficiently. The following contribution gives an overview about a work in progress that is defining the guidelines for IT change management in Turkey.
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    Conference Object
    The innovation union scoreboard: Helping europe become more innovative
    (International Business Information Management Association, IBIMA, 2012) Oberer,B.; Erkollar,A.
    In this contribution, we focus on the Europe 2020 growth strategy, its targets, initiatives, and on EU tools on growth, one of which is the 'Innovation Union Scoreboard' (IUS), which includes innovation indicators and trend analyses for the EU27 Member States and other countries, such as the US, Canada, or Japan. The main focus of this analysis in progress is drawing a picture about the European 2020 strategy in the center of innovation and analyzing the IUS structure from its beginnings in 2007 up to the newest IUS report. The results of the analysis revealed that the IUS 2011 distinguishes between 3 main types of indicators and 8 innovation dimensions, capturing in total 25 different indicators. The limitations of the IUS 2011 are that it does not capture the most recent changes in innovation performance or the impact of policies introduced in recent years, which may take some time to impact innovation performance. It also does not fully capture the impact of the global financial crisis on innovation performance. Whether or not the European Commission was able to overcome the difficulties of IUS2011 will be highlighted in an upcoming analysis of the IUS 2012 report, which will be published in 2013.