Contributing Author Question & Answer
How does your professional background support your ability to be an authority on this chapter's coverage?
Prof. Okun: Me and my other writer friend have 25 years of armed forces experience. We have also served on NATO missions abroad as armed forces personnel. We are both military academics who have doctorate degrees and have the title of associate professor with numerous international publications. Innovation and culture are important topics in our fields of work.
What specific problems does your chapter address?
Prof. Okun: The main purpose of this section is to reveal the relationship of intrapreneurship in the army with the culture of innovation. How the dynamics of intrapreneurship is applied in the army is also examined. With this section, it is aimed to make important contributions to the unit managers who are interested in innovation and entrepreneurship in the army. In addition, it is aimed to provide conceptual information to researchers working in this niche.
How does the chapter provide a solution to these problems?
Prof. Okun: The implementation and development of innovative work in the military are closely related to the organizational structure and innovation culture. Innovation is not an activity learned and implemented in a short time. Creating an organizational culture that supports innovation in the military can be achieved through the creation of intra-organizational entrepreneurship. For innovative work to be carried out effectively and efficiently in a business, all employees must interact and cooperate from the top to the bottom of the business related to innovative works. When businesses provide this interaction, the efficiency of innovative works will increase. Therefore, the culture of intrapreneurship and innovation has a major impact on the performance
of businesses.
What was the driving force or motivation for starting your chapter?
Prof. Okun: Although the military and innovation were thought of as different conceptual perspectives when first heard, history is full of many examples where military innovations were reflected in civilian life. For example, strategic management for enterprises has taken all its conceptual infrastructure from military applications, the destructive capacity of nuclear has been turned into power generating plants for millions, even every traveler uses GPS invented for troops in the field. Many standard procedures in the military have just begun to be used for corporate entrepreneurship, such as delegation of authority. Therefore, the aim of the chapter is to reveal the intra-organizational entrepreneurship relationship in the army in the context of the Turkish Armed Forces. This article showed that modern military organizations are dependent on and empowered by innovations. Every soldier has some of the core capabilities of strategic military leadership in addition to innovators, fostering a context in which good ideas have a chance to translate into innovative assemblies and procedures. In this context, the main motivation of the book chapter has been to reveal this transitivity.
What special organizations or other professional affiliations give you experience in the areas that are covered by the book?
Prof. Okun: With our experience in the Armed forces, it is about 20 years. Working as Armed forces personnel, defense industry workers and policy makers.Through which we have received ribbons in the armed forces for our academic achievements.
About the Author
Olcay Okun graduated from the National Defense University. He received his PhD in Business Administration. Since 1998, he has held various positions in the Ministry of National Defense and NATO staff. He is currently a lecturer at the National Defense University. He adopted positive social psychology and positive organizational behavior phenomena as communication and management style in his duties and worked in this direction. In his academic studies, he tries to produce results by trying to carry the phenomena of management and organization to daily life.
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