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Yayın Future in higher education: digital university(Işık Üniversitesi, 2023-06-13) Eşkinat, Ali; Teker, Suat; Işık Üniversitesi, Lisansüstü Eğitim Enstitüsü, Çağdaş İşletme Yönetimi Doktora ProgramıCurrently, higher education institutions are facing the necessity to adapt their educational delivery methods and operate in a globalized marketplace. Universities must reconsider how they provide access to their courses anywhere and at any time. Not only do they need to meet the increasing digital expectations of Generation Z students, but they also have to be prepared for the upcoming Generation Alpha. The concept of higher education and the evaluation of its main actors, universities, have been widely discussed since the Medieval age. The first-generation University 1.0 emerged as information transfer centers in the 11th Century. Following that, the second-generation University 2.0 appeared as information transfer and research centers in the 19th Century. The 1970s witnessed the emergence of the thirdgeneration University 3.0, which encompassed information transfer, research, and application (university-industry) centers. Subsequently, the fourth-generation University 4.0 flourished as a digitalized university, relying on technological and social innovations during the digital transformation era of the 2000s. The aim of this thesis is to provide a forward-looking perspective on the upcoming fifth-generation University 5.0, particularly its projected rise by the 2030s as a digital university targeting the global market and conducting education activities in a translocal and transtemporal manner worldwide. Through an extensive literature review, this prediction was confirmed, considering the growing impact of digital transformation, technological innovations, and the attitudes and expectations of the existing Generation Z university students and their successors, Generation Alpha. To further investigate this, a research survey was conducted with three different groups: university students, academics, and employers/managers, comprising a total of 346 participants. The survey questionnaire was designed based on four main pillars of questions, employing a composite approach to clarify the eight hypotheses of this study. The findings revealed a significant and linear relationship between the participants' importance assigned to digital education and their importance placed on digitalization. Additionally, a significant and linear relationship was observed between the importance given to digital education and the importance given to university education. Both students' preferences and university strategies currently exhibit a positive approach towards the hybrid education model. Furthermore, a similar attitude is projected for the future prevalence of virtual education models after the 2030s. As a result, this study anticipates that universities will increasingly offer hybrid model education based on market demand until 2030, with varying adoption rates across different disciplines such as medicine, engineering, social sciences, and others. Beyond 2030, traditional universities will continue to utilize blended learning, while digital higher education institutions of University 5.0 will experience inevitable growth.Yayın Digital transformation and universities(PressAcademia, 2022-07-30) Teker, Suat; Teker, Dilek; Tavman, Emine BaşakPurpose- This study aims to examine how digitalization has affected and changed higher education. It focuses on the current situation of universities and their current processes and what they need to do to become digital. It aims to present a roadmap for universities to integrate and organize these important changes into their strategies by examining the digital transformation that affects the vision of universities. Methodology- The study employs a literature review using secondary data analysis. Findings- The analysis reveals that the role of universities in many aspects such as society and economy has changed and is expected to change disruptively over the next decade. Universities need to make a differentiation through emerging business models in such a competitive higher education sector. Higher education institutions have to adapt to technological changes for sustainabilty. The pandemic dramatically accelerated the pace of technological adoption worldwide. The drivers of digital transformation in universiteis can be summarized as the increase compteteiveness, user experience and agility while reduction in operating expenses. Conclusion- It may be concluded that a university should be part of present technological trends and include digitalization in their strategies to be competitive in the future. Universities need to focus mainly on exploring more innovative measures to create technology development centres through research to deal with skills shortages. Universities should support those academics who lead the improvement of digital skills and innovative teaching methods, promote digital literacy in the academia and encourage the use of learning platforms. It is important to set a clear policy to adopt digital age in higher education. Universities will be competing globally for students, academic staff and funding. Adoption and implementation of new technologies in universities are inevitable.Yayın Digital transformation in businesses: the process and its outcomes(PressAcademia, 2022-07-30) Teker, Suat; Teker, Dilek; Örendil, EmrePurpose- The purpose of this study is to serve as an extensive outlook about digital transformation. Its content comprises the elements of digital transformation, the ways of adapting to digital transformation, reasons for failure, means of digital transformation, and insights and discussions on new business environment. Methodology- In this study, a comprehensive literature review is followed to learn about the current business circumstances regarding digital transformation and have a deep understanding on the previous studies conducted about digital transformation. Findings- The literature review reveals that digital transformation has provided positive impract on businesses at different levels. Although challenges against digital transformation may arise, they can be tackled if the nature of digital transformation is understood well. The success of digital transformation is dependent on numerous factors from different aspect which should be studied carefully before and during the adoption of digital transformation. Conclusion- It may be concluded that the COVID-19 pandemic has accelerated the digital agenda of businesses. At first, it should be understood that digital transformation is not a mere upgrade of technology or technical equipment within an organization but requires time, curiosity, creativity, recognition of opportunities, and cultural transformation. A successful adoption of digital transformation requires the recognition of means of digital transformation, the steps for adaptation to digital transformation, the analysis of failure, the outcomes of digital transformation. The recent evolutions related to digital transformation is evident in different aspects of business. The most recent observed changes in businesses are required skills of employees, organisational culture, business models, and customer relationship management practices.Yayın Relationships among organizational-level maturities in artificial intelligence, cybersecurity, and digital transformation: a survey-based analysis(Institute of Electrical and Electronics Engineers Inc., 2025-05-19) Kubilay, Burak; Çeliktaş, BarışThe rapid development of digital technology across industries has highlighted the growing need for enhanced competencies in Artificial Intelligence (AI), Cyber security (CS), and Digital Transformation (DT). While there is extensive research on each of these domains in isolation, few studies have investigated their relationship and joint impact on organizational maturity. This study aims to address this gap by analyzing the relationships among the maturity levels of AI, CS, and DT at the organizational level using Structural Equation Modeling (SEM) and descriptive statistical methods. A mixed-methods design combines quantitative survey data with synthetic modeling techniques to assess organizational preparedness. The findings demonstrate significant bidirectional correlations among AI, CS, and DT, with technology and finance being more advanced than government and education. The research highlights the necessity of an integrated AI-CS strategy and provides actionable recommendations to increase investments in these domains. In contrast to the preceding fragmented evaluations, the current research establishes a comprehensive, empirically grounded framework that acts as a strategic reference point for digital resilience. Follow-up studies will involve collecting real-world industry data in support of empirical validation and predictive ability in measuring AI and CS maturity. This research adds to the existing literature by filling the gaps among fragmented digital maturity models and providing a consistent empirical base for organizations to thrive in an evolving technological environment.Yayın Dynamics of digital transformation process for businesses(International Journal of Economics, Commerce and Management, 2022-09) Teker, Suat; Teker, Dilek; Örendil, EmreThis study intends to review on the dynamics of digital transformation processes and its expected outcomes for the businesses. This investigation covers the questions of what digital transformation means for businesses, how digital transformation process is applied for businesses, why digital transformation fails in businesses and how digital transformation can benefit businesses. The digital transformation is defined by Google Trends as the set of changes in an organisation triggered and shaped by proliferation of digital technologies. It is widely accepted that higher levels of digitalization observed in all types of business estimated shorter time for recovery. With a successful digital transformation, any business may become a totally different organization in terms of products, processes, technology and employees.Yayın From commitment to success: organizational factors enabling digital transformation in organizations(Işık Üniversitesi, Lisansüstü Eğitim Enstitüsü, 2026-01-23) Güllüoğlu, Mehmet Cemal; Yılmaz, Kemal Özkan; Işık Üniversitesi, Lisansüstü Eğitim Enstitüsü, Yöneticiler İçin MBA Yüksek Lisans Programı; Işık University, School of Graduate Studies, Master’s Program in Executive MBADigital transformation represents a fundamental change in how organizations create business value. While many organizations struggle with this change, limited research examines the direct relationships between organizational factors, resistance to change, and transformation success. This study examines the impact of organizational commitment, leadership style, organizational culture, and work stress on the outcomes of digital transformation, and whether resistance to change affects the relationship between these organizational factors and the success of digital transformation. Data were collected via a questionnaire from a convenience sample of 71 whitecollar professionals in Türkiye. Multiple regression analysis assessed direct effects, while Hayes' PROCESS macro with bootstrap confidence intervals tested mediation pathways. The results showed that organizational factors collectively explained a significant amount of variance in digital transformation success. Organizational commitment particularly showed strong statistical significance. Work stress was also found to have a significant negative effect on DT outcomes. However, leadership style and organizational culture showed no significant direct effects, likely due to measurement limitations and shared variance with organizational commitment. Contrary to expectations, resistance to change did not mediate the relationships between organizational factors and DT success. Neither organizational factors influenced resistance, nor did resistance influence outcomes. The findings suggest that organizations should prioritize building organizational commitment, managing work stress, and assessing organizational readiness thresholds rather than focusing primarily on resistance management when planning digital transformation initiatives. The results validate Social Exchange Theory while challenging resistance-centered theoretical models.
