More from these Authors

• Case | HBS Case Collection | 2013 (Revised from original 2011 version)

  Vehbi Koç and the Making of Turkey's Largest Business Group

  Asli M. Colpan and Geoffrey Jones

  The case describes the creation of Turkey's largest business group by Vehbi Koç. The foundation of this group in the interwar years, and its subsequent diversification into many industries, including automobiles, household goods, and services, is analysed. The case serves as a vehicle to explain why diversified business groups are so important in emerging markets such as Turkey. It explores the role of market imperfections, government policies and entrepreneurial ambition in their creation, as well as the organizational challenges posed by managing such diversified firms owned by a family. Much of the firm's growth came from licensing and joint venture agreements with multinational firms which were unable, or unwilling, to invest directly in Turkey because of political risk and government restrictions. The case ends in 1988, when the founder has received a report from the management consultancy Bain calling for the firm to reduce the range of activities it undertakes because of the competitive challenges resulting from the liberalization of the Turkish economy.

  Keywords: Emerging Markets; Entrepreneurship; Globalization; Organizational Structure; Diversification; Manufacturing Industry; Turkey;

  Citation:

  Colpan, Asli M., and Geoffrey Jones. "Vehbi Koç and the Making of Turkey's Largest Business Group." Harvard Business School Case 811-081, April 2013. (Revised from original June 2011 version.)

  CiteView DetailsPurchase

  Related

• Teaching Note | HBS Case Collection | 2012 (Revised from original 2011 version)

  Vehbi Koç and the Making of Turkey's Largest Business Group (TN)

  Asli M. Colpan and Geoffrey Jones

  Teaching Note for 811081.

  Keywords: Business Ventures; Turkey;

  Citation:

  Colpan, Asli M., and Geoffrey Jones. "Vehbi Koç and the Making of Turkey's Largest Business Group (TN)." Harvard Business School Teaching Note 811-104, November 2012. (Revised from original June 2011 version.)

  CiteView DetailsPurchase

  Related

• Working Paper | HBS Working Paper Series | 2011

  Matthew: Effect or Fable?

  Pierre Azoulay, Toby E. Stuart and Yanbo Wang

  In a market context, a status effect occurs when actors are accorded differential recognition for their efforts depending on their location in a status ordering, holding constant the quality of these efforts. In practice, because it is very difficult to measure quality, this ceteris paribus proviso often precludes convincing empirical assessments of the magnitude of status effects. We address this problem by examining the impact of a major status-conferring prize that shifts actors' positions in a prestige ordering. Specifically, using a precisely constructed matched sample, we estimate the effect of a scientist becoming a Howard Hughes Medical Investigator (HHMI) on citations to articles the scientist published before the prize was awarded. We do find evidence of a post-appointment citation boost, but the effect is small and limited to a short window of time. Consistent with theories of status, however, the effect of the prize is significantly larger when there is uncertainty about scientist and article quality.

  Keywords: Risk and Uncertainty; Status and Position; Measurement and Metrics; Quality;

  Citation:

  Azoulay, Pierre, Toby E. Stuart, and Yanbo Wang. "Matthew: Effect or Fable?" Harvard Business School Working Paper, No. 12–049, December 2011.

  CiteView DetailsRead Now

  Related