Selcen Ozturkcan

• Professor of Marketing, EMLyon Business School, France (2021)
• Docent of Business Administration, Linnaeus University, Sweden (2018)
• Professor of New Media, Bahcesehir University, Turkey (2017)
• Docent of Marketing, Istanbul Bilgi University, Turkey (2011)
• Ph.D. in Management Engineering (ABET-accredited), Istanbul Technical University, Turkey (2007)—Outstanding PhD Award, Turkish Educational Foundation
• MBA - concentration in Marketing (ACCSB-accredited), Bilkent University, Turkey (2001)
• B.Sc. in Metallurgical & Materials Engineering (ABET-accredited), Middle East Technical University, Turkey (1999)
• Diploma, Tarsus American College (1995)

• Harvard University—SCANCOR at the Weatherhead Center for International Affairs, Visiting Scholar, 2026.
• STINT–Swedish Foundation for International Cooperation in Research and Higher Education, Teaching Sabbatical Nomination from Linnaeus University, 2026. 
• The Kamprad Family Foundation for Entrepreneurship, Research and Charity, SmålandsNavet Research Grant, 2025.
• The Scientific and Technological Research Council of Turkey, Fellowship for Visiting Scientist, 2023 and 2019.
• Turkish Academic Network and Information Centre, International Research and Publication Award, 4 awards in 2025, 3 awards in 2024, 3 awards in 2023, and 1 award in 2022.
• Linnaeus University, Extended Research Time Grant, 2021-2025.
• Linnaeus University, Strategic Research Planning Grant, 2019.
• Istanbul Bilgi University, International Research and Publication Award, 2015 and  2012.
• The Institute for Business & Finance Research, Outstanding Research Award, 2014.
• The Institute for Business & Finance Research, Leadership Award, 2014.
• Sabancı University, Publication and Research Award, 2009.
• The Turkish Academy of Sciences, International Research Contributors' Award, 2008.
• Turkish Educational Foundation, Outstanding Ph.D. Thesis Award, 2007.
• Turkish Educational Foundation, Scholarship (TEV) for Ph.D., 2005–2007.
• Çankaya University Senate, International Ph.D. Fellowship, 2002–2007. 
• University of South Florida, Merit-Scholarship for Graduate Study, 2002–2006.
• University of Rhode Island, Merit-Scholarship for Graduate Study, 2002–2006.
• Florida Atlantic University, Merit-Scholarship for Graduate Study, 2002–2006.
• Tarsus American School Alumni Association, Ph.D. Fellowship, 2002.
• Tel Aviv University, Study Abroad Scholarship, 2000–2001.
• Bilkent University, Merit-Scholarship for Graduate Study, 1999–2001.
• Sabanci University, Merit-Scholarship for Graduate Study, 1999–2001.

• Full Professor of Marketing, EMLyon Business School, France (2021–2022)
• Assistant Professor of Business Administration, Jönköping University, Sweden (2017–2019)
• Full Professor of New Media, Bahcesehir University, Turkey (2017–2018)
• Associate/Assistant Professor of Marketing, Istanbul Bilgi University, Turkey (2010–2016)
• Postdoctoral Researcher, Ozyegin University (2008–2010) and Sabanci University (2006–2008), Turkey

I am interested in hearing from prospective Ph.D. and Post-Doc candidates who wish to research digital experiences with my (co-)supervision. I encourage prospective supervisees to send a proposal outlining their research topic, preferred method, and expected timeline.

List of former supervisee/advisee Ph.D. students:

1. Shqipe Gashi Nulleshi, "Contextualizing entrepreneurship and gender: A life-story approach to rural family businesses in Sweden," Ph.D. in Business Administration (2023), Linnaeus University (main advisor)—placement at the University of Skövde, Sweden.

2. Altuğ Tanaltay, "Cross-cultural analysis of emotions on social media branding communication with evidence from big data," Ph.D. in Business Administration (2023), Sabanci University (co-advisor)—placement at Sabanci University, Turkey.

3. Bahareh Farhoudinia, "Analyzing effects of emotions on fake news detection: A COVID-19 case study," Ph.D. in Business Administration (2023), Sabanci University (co-advisor)—placement at Dennemeyer, Luxembourg.

4. Sercan Şengün, "Narra Ludens: Explaining video game narrative engagement through player types and motivations," Ph.D. in Communication Science (2016), Istanbul Bilgi University (primary solo thesis advisor & jury chair)—placement at MIT-Massachusetts Institute of Technology, the U.S.A.

• ORCID 
• SSRN
• Academia
• ResearchGate
• Scopus Author ID  
• Google Scholar
• Web of Science Researcher ID 
• LinkedIn

Academic background, research, and publications accessible at http://www.selcenozturkcan.com 

Selcen’s Research Recap features AI-generated podcast episodes based on the published research. Each episode translates complex academic studies into everyday language, making scientific insights accessible and easy to understand and bridging the gap between academia and the everyday listener.

Flygskam, or "flying shame," is a movement that originated in Sweden and aims to discourage people from flying by shaming them on social media. The movement is motivated by the environmental impact of flying and the urgency of climate change. Previous research on flygskam has mainly focused on individual perspectives, industry responses, media coverage, or social media practices but has not proposed a comprehensive conceptual model that integrates the different actors and media involved. This chapter provides a state-of-the-art review of the existing literature and suggests an inclusive conceptual framework that we intend to test with data collected from social media. Our research has implications for understanding both the online and offline behavioral patterns of consumers and other stakeholders in relation to flygskam.

cite as: 

Ozturkcan, S., & Ozdinc, M. (2024). Flygskam and its implications for sustainable tourism: A social media analysis of the flight shaming. In M. Palazzo & P. Foroudi (Eds.), Marketing and consumer behaviour in sustainable tourism. London: Routledge. ISBN: 9781032483511.

This case presents a study of how QR code menus have emerged as a popular and sustainable solution for the hospitality industry in the wake of the COVID-19 pandemic. The case explores the environmental benefits of QR code menus in the restaurant industry by drawing on existing literature and examining how QR code menus can reduce paper waste, lower carbon footprint, and promote sustainable practices. The case also discusses how QR code menus contribute to several United Nations Sustainable Development Goals (SDGs), such as SDG 12 (Responsible Consumption and Production), SDG 13 (Climate Action), and SDG 17 (Partnerships for the Goals). The case concludes that QR code menus offer various benefits for restaurants and customers, such as reducing waste, enhancing customer experience, supporting local and organic food producers, and promoting responsible consumption and production. The case also suggests that QR code menus are not only a digital transformation tool but also a step towards creating a more eco-friendly and resilient restaurant industry.

cite as: 

Ozturkcan, S. & Kitapci, O. (2023). A Sustainable Solution for the Hospitality Industry: The QR Code Menus. Journal of Information Technology Teaching Cases. https://doi.org/10.1177/20438869231181599

The right-to-repair movement is a consumer rights movement that supports people’s freedom to repair and customize their gadgets, such as smartphones. To make diagnostic tools, repair manuals, and replacement parts available to the public, the movement continues to push for laws requiring manufacturers to do so. The movement, supported by legislation, is gaining traction as a fundamental human right. On the other hand, the right-to-repair movement received different responses from smartphone manufacturers, including Apple, Samsung, Google, and Nokia. This case describes the evolving market conditions and examines how various brands have reacted to the recent global tide. The case contributes to the efforts toward United Nations Sustainable Development Goals on several accounts since right-to-repair laws help reduce electronic waste and promote sustainable consumption.

cite as:

Ozturkcan, S. (2023). The right-to-repair movement: Sustainability and consumer rights. Journal of Information Technology Teaching Cases. https://doi.org/10.1177/20438869231178037

This chapter examines how technology has been used in relief efforts following the devastating earthquakes that struck southeast Turkey and northern and western Syria in February 2023. With over 50,000 deaths and 100,000 injuries, the earthquakes presented one of the worst disasters of the century, requiring significant aid and relief efforts. Examples of AI and social media use cases in accelerating and amplifying rescue and humanitarian relief efforts are presented. Emerging technologies like robots, virtual and augmented reality, the Internet of Things (IoT), and blockchain technology have the potential to revolutionize disaster relief work in the years to come. The chapter also explores the potential for new technologies, such as the metaverse, to simulate earthquakes and train people on how to respond to them. The conclusion summarizes the importance of technology in disaster relief efforts and highlights the need to continue investing in, testing, and scaling up technological solutions to ensure better preparedness for future disasters.

cite as: 

Ozturkcan, S. (2023). Technology and disaster relief: The Türkiye-Syria earthquake case study. In L. Aldieri (Ed.), Innovation - Research and development for human, economic and institutional growth [Part of the book series "Business, management and economics," Series Editor: Taufiq Choudhry]. London: IntechOpen. ISBN: 978-1-83768-997-2. https://dx.doi.org/10.5772/intechopen.111612

During the COVID-19 pandemic, humanoid service robots made swift progress in providing assistance to the strained global healthcare system. This case provides an overview of the robots’ inclusion in healthcare regarding pre- and intra-pandemic contexts. We specifically focus on humanoid service robots because their shape, size, and mobility make them advantageous in utilizing human-designed physical spaces. A collection of examples from hospitals worldwide is presented to illustrate the humanoid service robots’ deployment in healthcare during the COVID-19 pandemic. The pointed future directions aim to facilitate better decision- and policy-making that may ease human anxiety and promote greater acceptance.

cite as: 

Ozturkcan, S., & Merdin-Uygur, E. (2022). Humanoid service robots: The future of healthcare? Journal of Information Technology Teaching Cases, 12(2), 163-170. https://doi.org/10.1177/20438869211003905

This chapter presented a unique example of different distant stakeholders of a global fast-fashion brand (Zara) coming together to collectively tackle an accountability challenge that the parent brand (Inditex) encountered in its sustainable branding efforts due to a failing supplier (Bravo Tekstil). The unpaid workers of Bravo launched an awareness campaign demanding consumer support for pressuring global brands (Inditex, Mango, and Next) to keep up with their announced code of conduct for manufacturers and suppliers. The campaign took place by workers attaching tags that read “I made this item you’re going to buy, but I didn’t get paid for it!” to the displayed merchandise at the retail stores to demand the consumers’ solidarity, street protests to raise awareness, the petition calls to collect signatures, and other multi-language content released on social media. As a result, the workers were able to secure some of their rights from the global fast-fashion brands. The presented case revealed the true dynamics of sustainable branding, focusing on the critical approach to integrating social, economic, and environmental issues. The case also exemplified consumers’ empowerment by their collective action in buycotting or boycotting choices in demanding better practice that is in line with the United Nations’ (UN) Sustainable Development Goals (SDG). Finally, the chapter provided the reader with an integrated perspective that combined the UN’s Sustainable Development Goals (SDG 8: decent work and economic growth, SDG 12: responsible consumption and production, and SDG 17: partnership for the goals). 

cite as: 

Ozturkcan, S. (2022). Sustainable branding in global fast-fashion: Consumers' and distant supply chain stakeholders' solidarity via social media. In J. Bhattacharyya, M. S. Balaji, Y. Jiang, J. Azer, & C. Hewege (Eds.), Dealing with socially responsible consumers: Studies in marketing (pp. 299-314). Palgrave Macmillan. https://doi.org/10.1007/978-981-19-4457-4_17 

IKEA, a worldwide-known “Assemble & Install-It-Yourself” furniture company with Swedish origins, launched an augmented reality app, namely, IKEA Place, that aimed to solve practical problems surrounding furniture shopping in September 2017. This article examines the IKEA Place, an app that uses augmented reality to help users visualize how furniture will look in their own home. The discussion is centered around how the app allowed IKEA to create a service-centered value as it signaled that it understood the hurdles involved in the furniture shopping process and invested in extending technology-based support to its customers.

cite as: 

Ozturkcan, S. (2021). Service innovation: Using augmented reality in the IKEA Place app.  Journal of Information Technology Teaching Cases, 11( 1), 8-13. https://doi.org/10.1177/2043886920947110

Upcycling becomes increasingly essential in the fashion industry, primarily when about 80% of all textiles are directed to landfills worldwide. One young social entrepreneur, Yasin, decided to tackle the challenges involved with the dramatically increasing textile waste in Turkey while simultaneously empowering rural females through its upcycling production process. The presented case introduces Chapputz in its endeavor as a fashion accessory brand developed via the upcycling of throwaway clothes, which followed the traditional Nomadic weaving practice.

cite as: 

Ozturkcan, S. (2021). Fashion accessory brand development via up-cycling of throwaway clothes – the case of Chapputz. In J. Bhattacharyya, M. K. Dash, C. Hewege, S. B. Makam, & L. W. Marc (Eds.), Social and sustainability marketing: A casebook for reaching your socially responsible consumers through marketing science (pp.563–574). Routledge.

PASHA Holding OJSC was based in Baku, Azerbaijan, with subsidiaries in insurance, banking, property development, construction, and tourism. Its most important subsidiary was PASHA Bank OJSC, which offered all major financial services. Being the largest private bank in its market in terms of total equity, PASHA Bank launched Baku-based financial institutions in Georgia and Turkey in 2013 and 2015, respectively. Swift growth that spread to three countries demanded a strategy around the dynamic capabilities of the markets. This case focuses on the development of PASHA Bank Turkey’s marketing strategy, encompassing business insights valuable for emerging markets regarding geographical expansion and integration into the international financial system.

cite as: 

Ozturkcan, S. (2019). PASHA Bank Turkey: An international marketing strategy for an investment and corporate bank," SAGE Business Cases, http://dx.doi.org/10.4135/9781526469885

TazeDirekt had cloned “FreshDirect” in Turkey with a very similar name and faced a growing demand in the Turkish e-commerce market. It was an online grocery store, e-tailing organic, genetically unmodified food primarily from small, local producers and from its organic farm to health-conscious and gourmet people in three big cities of Turkey. Customers were pleased with the freshness, quality, and superior service provided. Unfortunately, the profit levels were not enough to cover the operational and marketing costs of this market positioning. As the number of orders increased in scale, the savings in the unit costs were not enough to sustain the business and cover the costs of providing high-quality products with a superior service. In February 2016, the founder suddenly decided to close the business, declaring its failure. Later, in November 2016, Migros, the most massive multibrand food retail chain in Turkey, purchased TazeDirekt and its online assets as its new online retail brand to complement its portfolio of brands.

cite as: 

Ozturkcan, S., & Tuncalp, D. (2019). TazeDirekt.com: The branding charm or the operational Basics?” chapter in Case studies in food retailing and distribution. In J. Byron & D. Medway (Eds.), Case studies in food retailing and distribution (pp.37-52). Woodhead Publishing Limited. https://doi.org/10.1016/b978-0-08-102037-1.00004-9

What if the popular child development psychologist turns out to be only an Instagram celebrity without any credentials or formal training? Had it not been for her engagement in expensive therapy sessions giving treatments to many real patients, numerous consultancy contracts with multinational infant food companies, and frequent participation in TV shows on parenting, perhaps the case would have been just regarded as another Internet scam. However, the unique community features of social media have made it possible for Instagrammer Cagla Duvenci Sonmez (aka Socialmomm) to experience a sharp increase in her popularity (and perhaps earnings), followed by an instantaneous loss of credibility.

cite as: 

Ozturkcan, S. (2018). The rise and fall of a fake psychologist as an Instagram celebrity," In T. Tuten & M.R. Solomon (Eds.), Social media marketing (3rd ed.) (pp.104-106). Sage Publications. 

PASHA Holding OJSC was based in Baku, Azerbaijan, with subsidiaries in insurance, banking, property development, construction, and tourism sectors. The most important subsidiary of the holding was PASHA Bank OJSC since its establishment in 2007. It offered all the major financial services, including investment banking, trade financing, and asset management. Being the largest private bank in its original market in terms of total equity, PASHA Bank launched Baku-based financial institutions in Georgia and Turkey in 2013 and 2015, respectively. Swift growth that spread to three countries demanded a strategy to align and differentiate the dynamic capabilities of the markets and efforts. This case focuses on the development of PASHA Bank Turkey’s marketing strategy, and its learning outcomes encompass business insights valuable for emerging markets regarding geographical expansion and integration into the international financial system.

cite as: 

Ozturkcan, S. (2018). PASHA Bank Turkey: An inter-regional marketing strategy [Case study]. The Case Centre, Reference no. 518-0023-1.

Diageo, the world’s spirits giant, acquired the Turkish spirits market leader Mey Icki in 2011. By the time, Diageo had approximately 30% market share globally, while Mey Icki had approximately 70% domestic market share. Mey Icki had enjoyed benefits and perks of being a state-owned company, until TGP Capital, a US based private-equity firm, bought Mey Icki for $800 million in 1996 from the privatization administration of Turkey. Five years later, TGP Capital sold Mey Icki to Diageo PLC for $2.1 billion. Enduring two M&As, on top of being previously state-owned, brought along many managerial and strategic issues to Mey Icki despite its dominant position in the market via Yeni Rakı (a.k.a. the Lion’s Milk), also renown as the national spirit of Turkey. On the other hand, Diageo had its own agenda for differentiation throughout its international markets, and the comprehensive distribution network that it was able to lay its hands on in Turkey, ship Yeni Rakı to different markets of the world, or rose appetite for its world-known brands, such as Johnnie Walker whisky, Smirnoff vodka and Captain Morgan’s rum in Turkey, one of the largest and fastest growing markets of Europe.

cite as: 

Tuncalp, D., & Ozturkcan, S. (2017). Diageo: drinking lion's milk in Turkey. In A. Adhikari & S. Roy (Eds.), Strategic marketing cases in emerging economies (pp.47-60). Springer International Publishing. https://doi.org/10.1007/978-3-319-51545-8_4

instructor's material:

Tuncalp, D., & Ozturkcan, S. (2017). Teaching note - Diageo in Turkey: The lion’s milk versus global spirits. In A. Adhikari & S. Roy (Eds.), Instructor's manual for strategic marketing cases in emerging markets (pp.27-34). Springer International Publishing. https://doi.org/10.1007/978-3-319-52697-3_4 

iGaranti have claimed many awards and recognitions, in addition to the wide press coverage. Two years into its launch, iGaranti counted for an active user base of 110 k. However, the spread of its reach was only about 2 % of the active mobile banking users in the market. Mr. Yılmaz worried about the bottlenecks that had limited further user acceptance and engagement.

cite as: 

Ozturkcan, S., & Tuncalp, D. (2017). iGaranti: Expanding the frontiers of mobile banking innovation.  In S. Roy, D. Mutu, & B. Nguyen (Eds.), Services marketing cases in emerging markets (pp.89-106). Springer International Publishing. https://doi.org/10.1007/978-3-319-32970-3_10

Turk Telekom operates in the Turkish telecoms market, which is undergoing rapid changes. In recent years, new-voice operators have entered the market as a result of new legislative regulations and licensing agreements. Adjustments made to agreements with GSM operators in 1998 resulted in substantial steady growth in the number of mobile subscribers and in the penetration rate. At the end of 2014, there were an estimated 70.1 million mobile subscribers, and the total number of fixed and mobile phone subscribers is expected to exceed 83 million. This suggests a highly-penetrated market, since the population of Turkey in 2013 was reported to be 76.5 million. In addition, technological improvements present additional challenges to the telecoms market. Investment in fiber and 3G technology resulted in an increase in broadband subscribers from 6 million in 2008 to 35 million in 2013. This case covers market scan/scenarios, internal analysis, and strategic fit from phase 1 of the marketing strategy blueprint. It primarily focuses on the question, "Where are we now?"

cite as: 

Ozturkcan, S., & Gümüş, B. (2015). Sustaining Competitive Advantage: Turk Telekom.  In D. West, J. Ford, & E. Ibrahim (Eds.), Strategic marketing: Creating competitive advantage (3rd ed.) (pp.519-525). Oxford University Press.