Cilt 9 Sayı 4 (2021): Business & Management Studies: An International Journal
Makaleler

Strateji uygulama yetkinliği: Brisa strateji süreci vaka incelemesi

Nüfer Yasin Ateş
Dr. Öğr. Üyesi, Sabancı Üniversitesi, İstanbul, Türkiye

Yayınlanmış 2021-12-25

Nasıl Atıf Yapılır

Ateş, N. Y. (2021). Strateji uygulama yetkinliği: Brisa strateji süreci vaka incelemesi. Business & Management Studies: An International Journal, 9(4), 1315–1334. https://doi.org/10.15295/bmij.v9i4.1891

Özet

Strateji uygulama yetkinliği —bir organizasyonun eylemlerinin stratejik niyetleri ile örtüşme derecesi— organizasyonun stratejik hedeflerine ulaşması için çok önemlidir. Ancak, organizasyonların strateji uygulama yetkinliklerini nasıl geliştirebilecekleri hakkında yeterince çalışma bulunmamaktadır. Bu araştırma, strateji uygulama yetkinliğinin öncülleri ile ilgili bir teorik çerçeve geliştirmeyi ve bu çerçevenin uygulamasının bir ampirik vaka çalışması ile göstermeyi amaçlamaktadır. Strateji uygulama yetkinliği kavramı geleneksel strateji süreci yaklaşımıyla kıyaslanarak tanımlanmış ve üç öncülü stratejik katılım, uyum ve bağlılık olarak belirlenmiştir. Strateji uygulama yetkinliğinin öncülleri ile ilgili geliştirilen bu teorik çerçeve lastik sektöründe faaliyet gösteren uluslararası bir firma olan Brisa Bridgestone Sabancı Lastik ve Ticaret A.Ş’nin strateji süreci ile ilgili bir vaka analizinde tatbik edilmiştir. Vaka analizi bulguları, stratejilerin tüm kademelerden yeni önerilerin ortaya çıkmasına imkân verecek şekilde yüksek katılım ile belirlenmesinin ve süreç katılımcılarının stratejilerin arkasında yatan niyetler hakkında ortak anlayışa ve stratejilere bağlılığa sahip olmalarının kurumun üstün strateji uygulama yetkinliğine işaret ettiğini göstermektedir.

İndirmeler

İndirme verileri henüz mevcut değil.

Referanslar

  1. Amason A. C. (1996). Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams. Academy of Management Journal, 39 (1), 123-148.
  2. Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20-39.
  3. Ateş, N. Y., Tarakci, M., Porck, J. P., van Knippenberg, D., & Groenen, P. J. (2020). The dark side of visionary leadership in strategy implementation: Strategic alignment, strategic consensus, and commitment. Journal of Management, 46(5), 637-665.
  4. Beer, M. & Eisenstat, R. A. (2000). The silent killers of strategy implementation and learning. Sloan Management Review, 41(4), 29-40.
  5. Brews, P. J., & Hunt, M. R. (1999). Learning to plan and planning to learn: Resolving the planning school/learning school debate. Strategic Management Journal, 20, 889-913.
  6. Bourgeois III, L. (1985). Strategic goals, perceived uncertainty, and economic performance in volatile environments. Academy of Management Journal 28 (3), 548-573.
  7. Bourgeois III, L. (1980). Performance and consensus. Strategic Management Journal, 1(3), 227-248.
  8. Colbert, A. E., Kristof-Brown, A. L., Bradley, B. H., & Barrick, M. R. (2008). CEO transformational leadership: The role of goal importance congruence in top management teams. Academy of Management Journal, 51(1), 81-96.
  9. Collier, N., Fishwick, F., & Floyd, S. W. (2004). Managerial involvement and perceptions of strategy process. Long Range Planning, 37(1), 67-83.
  10. David, F. R., & David, F. R. (2017). Strategic management concepts and cases. Pearson Education Limited.
  11. Dooley, R. S., Fryxell, G. E., & Judge, W. Q. (2000). Belaboring the not-so-obvious: Consensus, commitment, and strategy implementation speed and success. Journal of Management, 26(6), 1237-1257.
  12. Eisenhardt, K. M. (1989). Making fast strategic decisions in high-velocity environments. Academy of Management Journal, 32(3), 543-576.
  13. Eisenhardt K. M., & Bourgeois III, L. (1988). Politics of strategic decision making in high-velocity environments: Toward a midrange theory. Academy of Management Journal 31(4), 737-770.
  14. Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10/11), 1105-1121
  15. Fedor, D. B., Caldwell, S. & Herold, D. M. (2006). The effects of organizational changes on employee commitment: A multilevel investigation. Personnel Psychology, 59(1), 1-29.
  16. Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the Organization: Managing Role Conflict in Strategic Renewal. Academy of Management Review, 25(1), 154-177.
  17. Floyd, S. W. & Wooldridge, B. (1992). Middle management involvement in strategy and its association with strategic type: a research note. Strategic Management Journal, 13(1), 153-167.
  18. Gerring, J. (2006). Case study research: Principles and practices. Cambridge University Press.
  19. Gibbert, M., Ruigrok, W., & Wicki, B. (2008). What passes as a rigorous case study?. Strategic Management Journal, 29(13), 1465-1474.
  20. Gummesson, E. (2000). Qualitative methods in management research. Sage.
  21. Grant, R. M. (2016). Contemporary strategy analysis, Text and cases edition. John Wiley & Sons.
  22. Guth, W. D., & MacMillan, I. C. (1986). Strategy implementation versus middle management self‐interest. Strategic Management Journal, 7(4), 313-327.
  23. Hambrick, D. C., & Fredrickson, J. W. (2005). Are you sure you have a strategy?. Academy of Management Perspectives, 19(4), 51-62.
  24. Hart, S. L. (1992). An integrative framework for strategy-making processes. Academy of Management Review, 17(2), 327-351.
  25. Hart, S., & Banbury, C. (1994). How strategy‐making processes can make a difference. Strategic Management Journal, 15(4), 251-269
  26. Hautz, J., Seidl, D., & Whittington, R. (2017). Open strategy: Dimensions, dilemmas, dynamics. Long Range Planning, 50(3), 298-309.
  27. Herold, D. M., Fedor, D. B., Caldwell, S., & Liu, Y. (2008). The effects of transformational and change leadership on employees' commitment to a change: A multilevel study. Journal of Applied Psychology, 93(2), 346-357.
  28. Hrebiniak, L. G. (2006). Obstacles to Effective Strategy Implementation. Organizational Dynamics, 35(1), 12–31.
  29. Hutzschenreuter, T., & Kleindienst, I. (2006). Strategy-process research: What have we learned and what is still to be explored. Journal of Management, 32(5), 673-720.
  30. Jordan, A. H., & Audia, P. G. (2012). Self-enhancement and learning from performance feedback. Academy of Management Review, 37(2), 211-231.
  31. Kellermanns, F. W., Walter, J., Lechner, C. & Floyd, S. W. (2005). The lack of consensus about strategic consensus: Advancing theory and research. Journal of Management, 31(5), 719-737.
  32. Korsgaard, M. A., Schweiger, D. M. & Sapienza, H. J. (1995). Building commitment, attachment, and trust in strategic decision-making teams: The role of procedural justice. Academy of Management Journal, 38(1), 60-84.
  33. Kotter, J. P. (1995). Leading change: why transformation efforts fail. Harvard Business Review, March-April, 59-67.
  34. Lee, E. & Puranam, P. (2016). The implementation imperative: Why one should implement even imperfect strategies perfectly. Strategic Management Journal, 37(8), 1529-1546.
  35. Mael, F. A., & Ashforth, B. E. (2001). Identification in work, war, sports, and religion: Contrasting the benefits and risks. Journal for the Theory of Social Behaviour, 31(2), 197-222.
  36. March J. G., & Simon H. A. (1958). Organizations. Wiley: New York. 2nd ed. 1993, Blackwell: Cambridge, MA.
  37. Markoczy, L. (2001). Consensus formation during strategic change. Strategic Management Journal, 22(11), 1013-1031.
  38. Mintzberg, H. (1973). Strategy-making in three modes. California Management Review, 16(2), 44-53.
  39. Noble, C. H. (1999). The eclectic roots of strategy implementation research. Journal of Business Research, 45(2), 119-134.
  40. Nutt P. C. (1999). Surprising but true: Half the decisions in organizations fail. Academy of Management Executive 13 (4), 75-90.
  41. Payne, G., Cruz-Suarez, A., & Prado-Román, A. (2018). Legitimacy as competitive advantage: A US airline case study. In: Díez-De-Castro E., Peris-Ortiz M. (eds) Organizational Legitimacy. Springer, Cham.
  42. Porck, J. P., van Knippenberg, D., Tarakci, M., Ateş, N. Y., Groenen, P. J., & de Haas, M. (2020). Do group and organizational identification help or hurt intergroup strategic consensus?. Journal of Management, 46(2), 234-260.
  43. Porter, M. E. (2008). On competition, updated and expanded edition. Harvard Business Review Book, Boston.
  44. Porter, M. E. (1997), Competitive Strategy. Measuring Business Excellence, 1(2), 12-17.
  45. Raes, A. M. L, Heijltjes, M. G, Glunk, U., & Roe, R. A. (2011). The interface of the top management team and middle managers: A process model. Academy of Management Review, 36(1), 102-126.
  46. Ramanujam, V., & Venkatraman, N. (1987). Planning system characteristics and planning effectiveness. Strategic Management Journal, 8(5), 453-468.
  47. Sedikides, C., & Gregg, A. P. (2008). Self-enhancement: Food for thought. Perspectives on Psychological Science, 3(2), 102-116.
  48. Tarakci, M., Ates, N. Y., Porck, J. P., van Knippenberg, D., Groenen, P. J., & de Haas, M. (2014). Strategic consensus mapping: A new method for testing and visualizing strategic consensus within and between teams. Strategic Management Journal, 35(7), 1053-1069.
  49. Quinn, J. B. (1980). Strategies for Change: Logical Incrementalism. Macmillan, New York.
  50. Wolf, C., & Floyd, S. W. (2017). Strategic planning research: Toward a theory-driven agenda. Journal of Management, 43(6), 1754-1788.
  51. Wooldridge, B., & Floyd S. W. (1990). The strategy process, middle management involvement, and organizational performance. Strategic Management Journal, 11(3), 231-241.
  52. Wooldridge, B., Schmid, T., & Floyd SW. (2008). The middle management perspective on strategy process: contributions, synthesis, and future research. Journal of Management, 34 (6), 1190-1221.
  53. Yin, R. K. (2009). Case study research: Design and methods (Vol. 5). Sage.