Dilan, Ebru

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Profile URL
https://hdl.handle.net/20.500.12469/6105
Name Variants
E. Dilan
Dilan, E.
Dilan, EBRU
Dilan, Ebru
Dilan,Ebru
Ebru DILAN
DILAN, EBRU
EBRU DILAN
DILAN, Ebru
Dilan,E.
Ebru Dilan
D., Ebru
D.,Ebru
Ebru, Dilan
Job Title
Öğr. Gör.
Email Address
[email protected]
Main Affiliation
Management Information Systems
Status
Current Staff
Website
ORCID ID
0000-0003-0501-2273
Scopus Author ID
57205329113
Turkish CoHE Profile ID
Google Scholar ID
WoS Researcher ID
CMI-0139-2022

Sustainable Development Goals

15

LIFE ON LAND
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0

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16

PEACE, JUSTICE AND STRONG INSTITUTIONS
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14

LIFE BELOW WATER
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6

CLEAN WATER AND SANITATION
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3

GOOD HEALTH AND WELL-BEING
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17

PARTNERSHIPS FOR THE GOALS
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4

QUALITY EDUCATION
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2

ZERO HUNGER
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10

REDUCED INEQUALITIES
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7

AFFORDABLE AND CLEAN ENERGY
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13

CLIMATE ACTION
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1

NO POVERTY
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9

INDUSTRY, INNOVATION AND INFRASTRUCTURE
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2

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12

RESPONSIBLE CONSUMPTION AND PRODUCTION
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8

DECENT WORK AND ECONOMIC GROWTH
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11

SUSTAINABLE CITIES AND COMMUNITIES
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5

GENDER EQUALITY
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Documents

3

Citations

8

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1

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Documents

3

Citations

56

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Scholarly Output

4

Articles

2

Views / Downloads

18/167

Supervised MSc Theses

0

Supervised PhD Theses

0

WoS Citation Count

10

Scopus Citation Count

8

WoS h-index

2

Scopus h-index

1

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0

WoS Citations per Publication

2.50

Scopus Citations per Publication

2.00

Open Access Source

2

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0

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JournalCount
Industry 4.0 from the MIS Perspective1
International Journal of Information Technology Project Management1
International Journal of Innovation and Technology Management1
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  • Thumbnail Image
    Book Part
    Issues Regarding Deployment of Ipv6 and Business Model Canvas for Ipv6
    (Peter Lang AG, 2019) Aydin, M.N.; Dilan, E.
    [No abstract available]
  • Thumbnail Image
    Book Part
    Adoption of Design Thinking in Industry 4.0 Project Management
    (IGI Global, 2021) Dilan, Ebru; Aydin, Mehmet Nafiz
    Management of Industry 4.0 projects needs to have a distinct discourse, be flexible, iterative and creative. These projects are tightly linked with the way people work which is directly related to both their capabilities and their ways of thinking. Challenging Industry 4.0 projects entail out-of-the-box thinking. The basic premise of this research is that the complex transformation accompanying Industry 4.0, which involves various dimensions, requires extensive and effective project management that can leverage novel approaches and techniques such as design thinking. This new approach may overcome the limitations of the dominant model of standard project management and has the potential to bridge the gap between a refreshed project management perspective and the tools/techniques in practical use. Deciding whether, and to what extent, design thinking needs to be adopted in practice in Industry 4.0 project management is a challenge. However, it is time to start exploring the challenges governing the interface between agile approaches such as design thinking and Industry 4.0 project management. © 2025 Elsevier B.V., All rights reserved.
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    Article
    Citation - WoS: 4
    Project Management Method Adoption: a Service Industry Case Study
    (IGI Global, 2017) Aydın, Mehmet Nafiz; Dilan, Ebru
    The purpose of this research is to understand what aspects of brand-named project management method (Project Management Institute - PMI) have been adopted in a service organization and how. The case context examined demonstrates how a weak-matrix organizational structure and agency interpretation along with project management maturity for IT outsourcing projects can affect adoption of a project management method. An interpretative case study is employed for examining the interplays among key notions underlying project management method adoption in IT outsourcing projects. The case study is framed with a research logic constituting the underlying notions of method adoption: the context the agency and the method and its fragments. It is found that the organization realizes 43 out of 47 processes proposed by PMI. It is also observed that the perceived project management maturity level is not aligned with the method fragments adopted. Among other discussion points the present findings contribute to the existing literature by emphasizing the effects of management control on PM method adoption in IT outsourcing. Furthermore this case allows us to argue that product-focused orientation in project management method adoption is evident and has several implications. The adoption and adaptation of processes in different types of projects is on the authors' future research agenda.
  • Thumbnail Image
    Article
    Citation - WoS: 6
    Citation - Scopus: 8
    An Integrated Framework for Examining Innovation Alignment in Organizations
    (World Scientific Publ Co Pte Ltd, 2018) Dilan, Ebru; Aydın, Mehmet Nafiz
    Innovation has been promoted as a panacea to solve the long-standing problem of how organizations deal with complexities associated with uncertainty and instability in ever changing environments. information systems (IS) research focusing on innovation has adopted several perspectives to reveal a rich context in which the innovation surfaces as a phenomenon. Examination of a rich context may contribute to a better understanding of an extent to which uncertainty and instability can affect or be affected by innovation strategies that require various innovation efforts in an organization. In this regard one of the most critical issues is to ensure that these innovation efforts can achieve a successful outcome via their strategic and structural alignment. In this research we propose an integrated framework that addresses an innovation alignment issue by employing three high-level notions (strategic dimensions structural characteristics strategizing acts). The integrated framework has been used rigorously in two cases for an explorative purpose. Our interpretation of the evidence suggests that strategizing act as a high-level notion has an explanatory power to articulate the associations between strategic dimensions and structural characteristics. Among other findings we have observed that the closed incremental and process-oriented innovation strategy is particularly relevant to the corporate level whereas radical product-oriented and partially open innovation strategy is associated with a more exclusive innovation structure. © 2019 World Scientific Publishing Company.