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Covid-19 Krizi Döneminde Bilgilenme Aracı Olarak Sosyal Medya Kullanımı

Yıl 2020, Sayı: 44, 184 - 198, 01.08.2020

Öz

Gelişen teknoloji ve değişen iletişim teknikleri ekseninde kriz iletişimi yönetimi ve bu yönetim sürecinde yararlanılan araçlar da değişiklik göstermiştir. Krize hazırlıklı olmak, kriz anında hızlı ve doğru kararlar vermek, bu kararları başarıyla uygulamak kadar krizden etkilenecek bütün kesimlerle hızlı ve etkili iletişim kurmak ve bunu gerçekleştirirken de doğru iletişim araçlarını seçmek de oldukça önemlidir. Kendisinden önceki iletişim araçlarının neredeyse tamamını bünyesinde barındıran ve Twitter, WhatsApp, Tik Tok, Messanger, Instagram, Facebook, Snapchat, Pinterest, Telegram gibi uygulamalardan oluşan sosyal medya, hemen her konuda olduğu gibi kriz iletişiminde de kriz yöneticilerine; kendi içeriklerini oluşturup yayınlama; gazeteciye ve televizyoncuya duyulan bağımlılığı azaltma; hedef kitleleriyle interaktif iletişim kurabilme; hedef kitlelerin tepkilerini feedbacklerini doğrudan ve hızlı alabilme; davetiye, afiş gibi basılı materyallerin basımını minimize ederek maddi gideri azaltma; görüntülü ve sesli videoların yapımını gerçekleştirip istenilen uzunlukta, istenilen tarzda yayınlayabilme; hedef kitlelere göre spesifik yayın yapabilme; zaman kısıtlamasız içerik yayınlayabilme; herhangi bir konuda, kısa sürede, dünya üzerindeki verileri tarayıp bilgiye ulaşabilme; kurum hafızasına kurum arşivine anında erişebilme; hedef kitlelerin gündemini kendi istediği zamanda istediği doğrultuda oluşturabilme gibi imkânlar sağlamaktadır. “Pandemi” gibi halk sağlığı krizlerinde, etkili ve başarılı kriz iletişiminin kriz sürecinin çok önemli bir boyutu olduğu göz önünde bulundurulduğunda, etkileşimlerini büyük oranda sosyal platformlarda gerçekleştiren bireylerin arttığı günümüz toplumlarında, kriz yöneticilerinin kriz iletişimi stratejilerine sosyal medyayı entegre etmeleri kaçınılmaz olmuştur. Bu noktadan hareketle, çalışmamızda bireylerin Covıd-19 krizi döneminde bilgilenme aracı olarak sosyal medya kullanımı araştırılmıştır. Online anket yöntemi kullanılarak elde edilen veriler, katılımcıların günde 1-3 saat arası vakit geçirdiğini, üç ve daha fazla sayıda sosyal medya uygulamasını aynı anda kullanmakta olduğunu, COVID-19 Krizinde bilgilenmek, iletişim kurmak, gündemi takip etmek ve haber almak amacıyla büyük oranda sosyal medyayı tercih ettiğini göstermektedir. Sosyal medya kullanıcılarının COVID-19 kriziyle ilgili bilgilenmede en güvenilir buldukları bilgi kaynağının sayın “Sağlık Bakanı Fahrettin Koca’nın Kendisi” olduğu, televizyon ve twitter aracılığıyla yaptığı açıklamalarla kriz dönemi iletişiminde oldukça başarılı olduğu çalışmanın bulgularındandır. Bu bilgiler ışığında, başarılı bir kriz iletişimi yönetiminde sosyal medya kullanımının önemli bir role sahip olduğunu söylemek mümkündür.

Kaynakça

  • Akyazı, E., Aslan, A., Gülen, H. ve Orak, M. (2014). “Kriz İletişiminde Sosyal Medya: 17 Aralık Süreci Üzerine Bir Değerlendirme”, I. Uluslararası İletişim Bilimi ve Medya Araştırmaları Kongresi, Kocaeli Üniversitesi, İzmit.
  • Alpaslan, C. ve Mitroff, I., Swans, Swine, and Swindlers: Coping with the Growing Threat of Mega-Crises and Mega-Messes, ABD, Stanford University Press, 2011.
  • Austin, L., Liu, B. F. ve Jin, Y. (2012). “How Audiences Seek Out Crisis Information: Exploring the Social-Mediated Crisis Communication Model”, Journal of Applied Communication Research, 40(2), ss.188-207.
  • Benoit, W., Accounts, excuses, and apologies. Albany. State University of New York Press, 1995.
  • Canöz, K. ve Öndoğan, A. G. (2015). “Kriz Yönetiminde Dönüşümcü Liderin Rolü”, Gümüşhane Üniversitesi, İletişim Fakültesi Elektronik Dergisi, 3 (1), ss.36-61.
  • Cheng, Y. (2016a). “Who Is Leading Whom in the General Motors Recall: Understanding Media Impacts on Public Relations Efforts, Public Awareness, and Financial Markets”, Research Journal of the Institute for Public Relations, 3(1), ss. 1–25.
  • Cheng, Y. (2016b). “Social Media Keep Buzzing! A Test of Contingency Theory in China’s Red Cross Credibility Crisis”, International Journal of Communication, 10, ss. 3241–3260.
  • Cheng, Y. (2018). “How Social Media Is Changing Crisis Communication Strategies: Evidence from the Updated Literature”, Journal of Contingencies and Crisis Management,26(1), ss.58-68.
  • Coombs, W. T., Ongoing crisis communication: Planning, managing and responding, Londra, Sage Publications, 1999.
  • Coombs, W. T. (2001). “Teaching the crisis management/communication course”, Public Relations Review, 27(1), ss.89-101.
  • Coombs, W. T. (2007). “Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory”, Corporate Reputation Review, 10(3), ss. 163–176.
  • Coombs W. T. (2008). “The future of crisis communication from an international perspective”, Krisenmanagement in der Mediengesellschaft (Editörler: Nolting T., Thießen A.) VS Verlag für Sozialwissenschaften, Wiesbaden.
  • Coombs, W. T. (2010). “Parameters for crisis communication”, The Handbook of Crisis Communication (Editörler: W. T. Coombs ve S. J. Holladay), MA: Blackwell, Malden, ss. 17–53.
  • Coombs, W. T.. Applied Crisis Communication and Crisis Management: Cases and Exercises. CA, Sage, Thousand Oaks, 2014a.
  • Coombs, W. T., Crisis Management and Communications, http://www.instituteforpr.org/crisis-management-communications/ (Erişim Tarihi: 12.05.2020), 2014b.
  • Coombs, W. T.. Ongoing Crisis Communication: Planning, Managing and Responding (4.Baskı), CA, Sage, Thousand Oaks, 2015.
  • Coombs, W. T. ve Holladay, J. S. (2008). “Comparing apology to equivalent crisis response strategies: Clarifying apology’s role and value in crisis communication” Public Relations Review, 34(3), ss.252–257.
  • Darling, J., Hannu, O. ve Raimo, N. (1996). “Crisis management in international business: a case situation in decision making concerning trade with Russia”, The Finnish Journal of Business Economics, 4, 12-25.
  • Fearn-Banks, K., Crisis communications: A casebook approach. Mahwah, NJ: Lawrence Erlbaum, 2002.
  • Fink, S., Corporate Crisis Leaders: Planning for the Inevitable, New York, American Leaders Association,. 1986.
  • Freberg, K., Palenchar, M. J. ve Veil, S. V. (2013). “Managing and sharing H1N1 crisis information using social media bookmarking services” , Public Relations Review 39 , ss.178– 184.
  • Heat, R. ve Millar, D. (2013). “A rhetorical approach to crisis communication: Management, communication processes, and strategic responses”, Responding to Crises : A Rhetorical Approach to Crisis Communiication, (Editörler: Heat , Robert ve Millar, Dan ) Routledge, New York ve Londra.
  • Holsti, O. R. (1978). “Limitations of Cognitive abilities in the face of crisis”, Studies on Crisis Management (Editörler: C. F. Smart ve W. T. Stanbury), Butterworth, Toronto, ss.39-55.
  • Houston, B, J., Hawthorne, J., Perreault, M., Park, E., Goldstein, H., M., Halliwell, M.R., . . . Griffith, S.A. (2015). “Social media and disasters: a functional framework for social media use in disaster planning, response, and research”, Disasters,39 (1), ss. 1–22.
  • Jaques, T. (2009). “Issue and Crisis Management: Quicksand in the Definitional Landscape”, Public Relations Review,35(3), ss. 280-286.
  • Jin, Y. ve Liu, B. F. (2010). “The Blog-mediated Crisis Communication Model: Recommendations for Responding to Influential External Blogs”, Journal of Public Relations Research, 22(4), ss. 429–455.
  • Kadıbeşegil, S., Kriz Geliyorum Der: Kriz İletişimi ve Yönetimi, İstanbul., MediaCat Yayınları, 2008.
  • Kamiloğlu, F. ve Yurttaş, Ö. (2014). “Sosyal Medyanın Bilgi Edinme ve Kişisel Gelişim Sürecine Katkısı ve Lise Öğrencileri Üzerine Bir Alan Çalışması”, İleti-ş-im, 21, ss.129-150.
  • Kaplan, A. M. ve Haenlein, M. (2010). “Users of the world, unite! The challenges and opportunities of Social Media”, Business Horizons, 53, ss.59-68.
  • Longstaff, P. H. ve Sung-un, Y. (2008). “Communication management and trust: their role in building resilience to “surprises” such as natural disasters, pandemic flu, and terrorism”, Ecology and Society 13(1): 3.
  • Ngai, C. S. B. ve Jin, Y. (2016). “The Effectiveness of Crisis Communication Strategies on Sina Weibo in Relation to Chinese Publics’ Acceptance of These Strategies”, Journal of Business and Technical Communication, 30(4), ss.451-494.
  • Peltekoğlu, F. B.. Halkla İlişkiler Nedir?, İstanbul, Beta Yayınları, 2012.
  • Paschall, R., Critical Incident Management., Chicago, IL: Office of International Criminal Justice, University of Illinois, 1992.
  • Porfiriev, B. (2007). “Disaster and Crisis Management in Transitional Societies: Commonalities and Peculiarities”, Handbook of Disaster Research (Editörler: Rodríguez ,H; Quarantelli ,E ve Dynes , R.),ss.368-387.
  • Prentice, S. ve Huffman, E. (2008). “Social Media’s New Role in Emergency Management Emergency Management and Robotics for Hazardous Environments”, Emergency Management and Robotics for Hazardous Environments, New Mexico.
  • Reynolds, B., Crisis and emergency risk communication, Atlanta, GA: Centers for Disease Control and Prevention, 2002.
  • Reynolds, B. (2005). “Crisis and emergency risk communication”, Applied Biosafety, 10(1), ss.47-56.
  • Reynolds, B. ve Quinn, S. C. (2008). “Effective Communication During an Influenza Pandemic: The Value of Using a Crisis and Emergency Risk Communication Framework”, Health Promotion Practice, 9 (4), ss.13-17.
  • Reynolds, B. ve Seeger, M. (2005). “Crisis and emergency risk communication as an integrative model”, Journal of Health Communication Research, 10(1), ss.43-55.
  • Roux-Dufort, C. ve Vidaillet, B. (2003). “The Difficulties of Improvising in a Crisis Situation - A Case Study”, International Studies of Management & Organization, 33(1), ss.86-115.
  • Saliou, P. (1994). “Crisis communication in the event of a flu pandemic”, European Journal of Epidemiology 10, ss. 515-517.
  • Schultz, F., Utz, S. ve Göritz, A. (2011). “Is the medium the message? Perceptions of and reactions to crisis communication via twitter, blogs and traditional media”, Public Relations Review ,37, ss.20–27.
  • Simola, S. (2014). “Teaching corporate crisis management through business ethics education”, European Journal of Training and Development, 38(5), ss.485-503.
  • T.C. İçişleri Bakanlığı., Kriz İletişim Yönetimi Rehberi, Ankara, T.C. İçişleri Bakanlığı Yayını, 2020.
  • Temir, E. (2018). “Kriz Yönetimi ve Hermeneutik”, Afyon Kocatepe Üniversitesi Sosyal Bilimler Dergisi, S.20, C.2, s.283-302.
  • Tirkkonen, P. ve Luoma-aho, V. (2011). “Online authority communication during an epidemic: A Finnish example”, Public Relations Review, 37, ss. 172–174.
  • Wang, J. and Hutchins, H. (2010). “Crisis management in higher education: what have we learned from Virginia tech?”, Advances in Developing Human Resources, 12 (5),ss. 552-572.
  • Vann der Meer, T. ve Verhoeven, P. (2013). “Public framing organizational crisis situations: Social media versus news meda”, Public Relations Review ,39, ss.229– 231.
  • Vidaillet, B. (2001). “Cognitive Processes and Decision Making in a Crisis Situation: A Case Study”, Organizational Cognition (Editörler: T. Lant ve Z. Shapira), Mahwah, NJ: Lawrence Erlbaum, ss.197-216.

The Use of Social Media as A Means of Information in The Covid- 19 Crisis Period

Yıl 2020, Sayı: 44, 184 - 198, 01.08.2020

Öz

In the axis of developing technology and changing communication techniques, crisis communication management and the tools used in this management process have also changed. It is very important to be prepared for the crisis, to make fast and correct decisions at the time of crisis, to implement these decisions successfully, to communicate quickly and effectively with all segments affected by the crisis, and to choose the right communication tools while doing this. Social media, which includes almost all of the previous communication tools consists of applications such as Twitter, WhatsApp, Tik Tok, Messanger, Instagram, Facebook, Snapchat, Pinterest, Telegram. It provides some opportunities to crisis managers in terms of crisis communication such as creating and publishing their own content; reducing dependency on journalist and television player; ability to communicate interactively with target audiences; getting the feedbacks of the target groups directly and quickly; reducing material expenses by minimizing the printing of printed materials such as invitations and posters; production of video and publishing them in desired length and style; Specific broadcasting according to target audiences; publishing content without time restrictions; accessing information on any subject, in a short time, by scanning data around the world; instant access to corporate memory corporate archive and forming the agenda of the target audiences in any direction it wishes. In public health crises such as pandemics, considering that effective and successful crisis communication is a very important dimension of the crisis process, it has become inevitable for crisis managers to integrate social media into crisis communication strategies in today's societies where individuals who perform their interactions to a large extent on social platforms. Based on this point, in our study, the use of social media as a means of informing and getting information by individuals during the Covid-19 crisis was investigated. The data obtained by using the online survey method shows that participants spend 1-3 hours a day on social media, they use three or more social media applications at the same time and participants mostly prefer social media in order to be informed, communicate, follow the agenda and receive news during the COVID-19 crisis. The fact that social media users find Fahrettin Koca-Minister of Health- as the most reliable source of information about the COVID-19 crisis and he was very successful in communication during the crisis with the statements he made via television and twitter are among the findings of the study. In the light of this information, it is possible to say that the use of social media plays an important role in successful crisis communication management

Kaynakça

  • Akyazı, E., Aslan, A., Gülen, H. ve Orak, M. (2014). “Kriz İletişiminde Sosyal Medya: 17 Aralık Süreci Üzerine Bir Değerlendirme”, I. Uluslararası İletişim Bilimi ve Medya Araştırmaları Kongresi, Kocaeli Üniversitesi, İzmit.
  • Alpaslan, C. ve Mitroff, I., Swans, Swine, and Swindlers: Coping with the Growing Threat of Mega-Crises and Mega-Messes, ABD, Stanford University Press, 2011.
  • Austin, L., Liu, B. F. ve Jin, Y. (2012). “How Audiences Seek Out Crisis Information: Exploring the Social-Mediated Crisis Communication Model”, Journal of Applied Communication Research, 40(2), ss.188-207.
  • Benoit, W., Accounts, excuses, and apologies. Albany. State University of New York Press, 1995.
  • Canöz, K. ve Öndoğan, A. G. (2015). “Kriz Yönetiminde Dönüşümcü Liderin Rolü”, Gümüşhane Üniversitesi, İletişim Fakültesi Elektronik Dergisi, 3 (1), ss.36-61.
  • Cheng, Y. (2016a). “Who Is Leading Whom in the General Motors Recall: Understanding Media Impacts on Public Relations Efforts, Public Awareness, and Financial Markets”, Research Journal of the Institute for Public Relations, 3(1), ss. 1–25.
  • Cheng, Y. (2016b). “Social Media Keep Buzzing! A Test of Contingency Theory in China’s Red Cross Credibility Crisis”, International Journal of Communication, 10, ss. 3241–3260.
  • Cheng, Y. (2018). “How Social Media Is Changing Crisis Communication Strategies: Evidence from the Updated Literature”, Journal of Contingencies and Crisis Management,26(1), ss.58-68.
  • Coombs, W. T., Ongoing crisis communication: Planning, managing and responding, Londra, Sage Publications, 1999.
  • Coombs, W. T. (2001). “Teaching the crisis management/communication course”, Public Relations Review, 27(1), ss.89-101.
  • Coombs, W. T. (2007). “Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory”, Corporate Reputation Review, 10(3), ss. 163–176.
  • Coombs W. T. (2008). “The future of crisis communication from an international perspective”, Krisenmanagement in der Mediengesellschaft (Editörler: Nolting T., Thießen A.) VS Verlag für Sozialwissenschaften, Wiesbaden.
  • Coombs, W. T. (2010). “Parameters for crisis communication”, The Handbook of Crisis Communication (Editörler: W. T. Coombs ve S. J. Holladay), MA: Blackwell, Malden, ss. 17–53.
  • Coombs, W. T.. Applied Crisis Communication and Crisis Management: Cases and Exercises. CA, Sage, Thousand Oaks, 2014a.
  • Coombs, W. T., Crisis Management and Communications, http://www.instituteforpr.org/crisis-management-communications/ (Erişim Tarihi: 12.05.2020), 2014b.
  • Coombs, W. T.. Ongoing Crisis Communication: Planning, Managing and Responding (4.Baskı), CA, Sage, Thousand Oaks, 2015.
  • Coombs, W. T. ve Holladay, J. S. (2008). “Comparing apology to equivalent crisis response strategies: Clarifying apology’s role and value in crisis communication” Public Relations Review, 34(3), ss.252–257.
  • Darling, J., Hannu, O. ve Raimo, N. (1996). “Crisis management in international business: a case situation in decision making concerning trade with Russia”, The Finnish Journal of Business Economics, 4, 12-25.
  • Fearn-Banks, K., Crisis communications: A casebook approach. Mahwah, NJ: Lawrence Erlbaum, 2002.
  • Fink, S., Corporate Crisis Leaders: Planning for the Inevitable, New York, American Leaders Association,. 1986.
  • Freberg, K., Palenchar, M. J. ve Veil, S. V. (2013). “Managing and sharing H1N1 crisis information using social media bookmarking services” , Public Relations Review 39 , ss.178– 184.
  • Heat, R. ve Millar, D. (2013). “A rhetorical approach to crisis communication: Management, communication processes, and strategic responses”, Responding to Crises : A Rhetorical Approach to Crisis Communiication, (Editörler: Heat , Robert ve Millar, Dan ) Routledge, New York ve Londra.
  • Holsti, O. R. (1978). “Limitations of Cognitive abilities in the face of crisis”, Studies on Crisis Management (Editörler: C. F. Smart ve W. T. Stanbury), Butterworth, Toronto, ss.39-55.
  • Houston, B, J., Hawthorne, J., Perreault, M., Park, E., Goldstein, H., M., Halliwell, M.R., . . . Griffith, S.A. (2015). “Social media and disasters: a functional framework for social media use in disaster planning, response, and research”, Disasters,39 (1), ss. 1–22.
  • Jaques, T. (2009). “Issue and Crisis Management: Quicksand in the Definitional Landscape”, Public Relations Review,35(3), ss. 280-286.
  • Jin, Y. ve Liu, B. F. (2010). “The Blog-mediated Crisis Communication Model: Recommendations for Responding to Influential External Blogs”, Journal of Public Relations Research, 22(4), ss. 429–455.
  • Kadıbeşegil, S., Kriz Geliyorum Der: Kriz İletişimi ve Yönetimi, İstanbul., MediaCat Yayınları, 2008.
  • Kamiloğlu, F. ve Yurttaş, Ö. (2014). “Sosyal Medyanın Bilgi Edinme ve Kişisel Gelişim Sürecine Katkısı ve Lise Öğrencileri Üzerine Bir Alan Çalışması”, İleti-ş-im, 21, ss.129-150.
  • Kaplan, A. M. ve Haenlein, M. (2010). “Users of the world, unite! The challenges and opportunities of Social Media”, Business Horizons, 53, ss.59-68.
  • Longstaff, P. H. ve Sung-un, Y. (2008). “Communication management and trust: their role in building resilience to “surprises” such as natural disasters, pandemic flu, and terrorism”, Ecology and Society 13(1): 3.
  • Ngai, C. S. B. ve Jin, Y. (2016). “The Effectiveness of Crisis Communication Strategies on Sina Weibo in Relation to Chinese Publics’ Acceptance of These Strategies”, Journal of Business and Technical Communication, 30(4), ss.451-494.
  • Peltekoğlu, F. B.. Halkla İlişkiler Nedir?, İstanbul, Beta Yayınları, 2012.
  • Paschall, R., Critical Incident Management., Chicago, IL: Office of International Criminal Justice, University of Illinois, 1992.
  • Porfiriev, B. (2007). “Disaster and Crisis Management in Transitional Societies: Commonalities and Peculiarities”, Handbook of Disaster Research (Editörler: Rodríguez ,H; Quarantelli ,E ve Dynes , R.),ss.368-387.
  • Prentice, S. ve Huffman, E. (2008). “Social Media’s New Role in Emergency Management Emergency Management and Robotics for Hazardous Environments”, Emergency Management and Robotics for Hazardous Environments, New Mexico.
  • Reynolds, B., Crisis and emergency risk communication, Atlanta, GA: Centers for Disease Control and Prevention, 2002.
  • Reynolds, B. (2005). “Crisis and emergency risk communication”, Applied Biosafety, 10(1), ss.47-56.
  • Reynolds, B. ve Quinn, S. C. (2008). “Effective Communication During an Influenza Pandemic: The Value of Using a Crisis and Emergency Risk Communication Framework”, Health Promotion Practice, 9 (4), ss.13-17.
  • Reynolds, B. ve Seeger, M. (2005). “Crisis and emergency risk communication as an integrative model”, Journal of Health Communication Research, 10(1), ss.43-55.
  • Roux-Dufort, C. ve Vidaillet, B. (2003). “The Difficulties of Improvising in a Crisis Situation - A Case Study”, International Studies of Management & Organization, 33(1), ss.86-115.
  • Saliou, P. (1994). “Crisis communication in the event of a flu pandemic”, European Journal of Epidemiology 10, ss. 515-517.
  • Schultz, F., Utz, S. ve Göritz, A. (2011). “Is the medium the message? Perceptions of and reactions to crisis communication via twitter, blogs and traditional media”, Public Relations Review ,37, ss.20–27.
  • Simola, S. (2014). “Teaching corporate crisis management through business ethics education”, European Journal of Training and Development, 38(5), ss.485-503.
  • T.C. İçişleri Bakanlığı., Kriz İletişim Yönetimi Rehberi, Ankara, T.C. İçişleri Bakanlığı Yayını, 2020.
  • Temir, E. (2018). “Kriz Yönetimi ve Hermeneutik”, Afyon Kocatepe Üniversitesi Sosyal Bilimler Dergisi, S.20, C.2, s.283-302.
  • Tirkkonen, P. ve Luoma-aho, V. (2011). “Online authority communication during an epidemic: A Finnish example”, Public Relations Review, 37, ss. 172–174.
  • Wang, J. and Hutchins, H. (2010). “Crisis management in higher education: what have we learned from Virginia tech?”, Advances in Developing Human Resources, 12 (5),ss. 552-572.
  • Vann der Meer, T. ve Verhoeven, P. (2013). “Public framing organizational crisis situations: Social media versus news meda”, Public Relations Review ,39, ss.229– 231.
  • Vidaillet, B. (2001). “Cognitive Processes and Decision Making in a Crisis Situation: A Case Study”, Organizational Cognition (Editörler: T. Lant ve Z. Shapira), Mahwah, NJ: Lawrence Erlbaum, ss.197-216.
Toplam 49 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Research Article
Yazarlar

Ümmü Özlem Çerçi

Nilüfer Canöz Bu kişi benim

Kadir Canöz Bu kişi benim

Yayımlanma Tarihi 1 Ağustos 2020
Yayımlandığı Sayı Yıl 2020 Sayı: 44

Kaynak Göster

APA Çerçi, Ü. Ö., Canöz, N., & Canöz, K. (2020). Covid-19 Krizi Döneminde Bilgilenme Aracı Olarak Sosyal Medya Kullanımı. Selçuk Üniversitesi Sosyal Bilimler Enstitüsü Dergisi(44), 184-198.


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