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Vol.3 No.1
 March 2015

 Page Number

 Article Information

1-12

Russia: Development Aid Policies and Perspectives

Maria Beletskaya

DOI: 10.15604/ejss.2015.03.01.001

Abstract

After more than twenty years of independence, Russia has recovered from economic and political shocks and demonstrates its commitment to gain new political and economic role in the global development aid architecture. International development assistance provided by Russia to other countries has increased from USD 100 million in 2004 to USD 610 million in 2013. The Concept of Russia’s participation in the international development assistance, approved in 2007 and updated in 2014, outlines Russia’s priorities in the international aid sphere. Based on review of this concept, available official statistics and expert estimates, this paper provides qualitative and quantitative analysis of the dynamics and perspectives of Russia’s transformation from the international aid recipient into one of the donor countries. The results indicate that there is a large gap between Russia’s political ambitions and actual development aid policies; moreover, there is a shift towards a “soft power” concept in political decision making. At the same time, the potential of Russia’s embedding into the international development aid system remains high.

Keywords: International Development Assistance, Donor Country, Aid Recipient, Russia, Soft Power

13-19

Behavioral Biases of Individual Investors: The Effect of Anchoring      

Salma Zaiane

DOI: 10.15604/ejss.2015.03.01.002

Abstract

The objective of this paper is to investigate the presence of the anchoring bias in the financial decision making of individual investors. A survey study is carried out to find out how the studied bias affects the investment behavior on the Tunisian stock market. The survey is for exploratory purpose and it is based on multiple factorial correspondence analyses. The results reveal that Tunisian investors do not suffer from the anchoring bias.

Keywords: Behavioral Finance, Anchoring, Individual Investors, Emergent Market

20-24

Clusters – A Strategy for Long Run Development

Cristina Andreea Florea

DOI: 10.15604/ejss.2015.03.01.003

Abstract

The world is changing; companies should adapt to trends and produce innovative and creative products. Starting from this point, it is easy to see the necessity of partnerships and collaborations between companies all over the world. In literature, this structure is found as “cluster”. In Romania, there are approximate 45 clusters, but not all of them are active. The purpose of this paper is to analyze what the determinant factors that influence companies to become a member of a cluster are. It is very important to discover the reasons why SMEs choose to add a cluster or not. Firstly, through this analysis we could measure the level of trust and confidence between companies, which is the most important factor in long run partnerships. Secondly, we could observe what number of companies is prepared to make transactions with authorities, and what the weak points of this system are. Thirdly, we could make correlations between different regions and suggest some improvements. From a methodological point of view, we will use both quantitative and qualitative methods of research. We will select a sample of respondents and apply questionnaires in order to collect all dates we will need for the research.  Then we will make the analysis and interpretation using different statistical methods.

Keywords: Cluster, Triple Helix, Private-Public Collaborations, Regional Development, Smart Growth

25-29

Mehmed the Conqueror as a Case Study on Transformational Leadership           

Nurullah Genc, N. Oyku Iyigun, and Murat Yalcintas

DOI: 10.15604/ejss.2015.03.01.004

Abstract

Recent research on transformational leadership around the world has established a number of empirical studies. The aim of the present study is to investigate the role of transformational leadership of Mehmed the Conqueror. One of the most important objectives of the study is to analyze the underlying dimensions of transformational leadership features (such as being the role-model, motivating throughout creating inspiration, intellectual capability and providing personal support) and discuss their managerial and theoretical implications for leadership literature.    

Keywords: Leadership, Transformational Leadership, Mehmed the Conqueror, Management, HRM

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