Cilt 9 Sayı 3 (2021): Business & Management Studies: An International Journal
Makaleler

CEO düzenleme odağı, operasyon stratejisi ve KOBİ performansı: Hollanda bahçecilik endüstrisinde bir analiz

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  • Nüfer Yasin Ateş,
  • Melek Akın Ateş
Nüfer Yasin Ateş
Dr. Öğr. Üyesi, Sabancı Üniversitesi
Melek Akın Ateş
Dr. Öğr. Üyesi, Sabancı Üniversitesi
DOI: https://doi.org/10.15295/bmij.v9i3.1843

Yayınlanmış 2021-09-24

Anahtar Kelimeler

  • Operasyon Stratejisi,
  • Rekabetçi Öncelikler,
  • Düzenleme Odağı,
  • KOBİ Performansı
  • Operations Strategy,
  • Competitive Priorities,
  • Regulatory Focus,
  • SME Performance

Nasıl Atıf Yapılır

Ateş, N. Y., & Akın Ateş, M. (2021). CEO düzenleme odağı, operasyon stratejisi ve KOBİ performansı: Hollanda bahçecilik endüstrisinde bir analiz. Business & Management Studies: An International Journal, 9(3), 890–907. https://doi.org/10.15295/bmij.v9i3.1843

Telif Hakkı (c) 2021 Nüfer Yasin Ateş- Melek Akın Ateş

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Özet

KOBİ’lerin performansı operasyon stratejileri ile yakından ilgilidir. Önceki çalışmalar, CEO özelliklerinin firma stratejileri ve performansı üzerindeki etkilerinin büyük işletmelere kıyasla KOBİ’lerde daha fazla olduğunu göstermişlerdir. Düzenleme odağı teorisine göre, CEO kaçınma ve yönelim odağı yöneticilerin temel güdülenme eğilimlerini açıkladığı için önemli bir CEO özelliğidir. Bu araştırma, operasyon stratejisi, düzenleme odağı ve firma performansı arasındaki ilişkiyi incelemeyi amaçlamaktadır. Araştırmanın örneklemi olarak Hollanda bahçecilik endüstrisine odaklanılmış ve veriler 627 CEO’dan anket yolu ile toplanmıştır. Kümeleme analizi kullanılarak, rekabetçi önceliklere dayalı bir operasyon stratejisi taksonomisi geliştirilmiş ve dört farklı operasyon stratejisi bulunmuştur: “Gelenekçiler”, “Mükemmeliyetçiler”, “Niş Oyuncular” ve “Odaksızlar”. Bulgular göstermektedir ki “Mükemmeliyetçiler” ve “Niş Oyuncular” stratejileri ağırlıklı olarak yönelimci baskın odağa sahip CEO’lar tarafından, “Gelenekçiler” stratejisi ise ağırlıklı olarak kaçınmacı baskın odağa sahip CEO’lar tarafından tercih edilmektedir. “Odaksızlar” stratejisini uygulayan CEO’ların ise baskın bir düzenleme odağı sergilemediği gözlemlenmiştir. Ayrıca, sonuçlar eşsonluluk görüşünü destekleyerek “Odaksızlar” stratejisi dışındaki diğer tüm operasyon stratejilerinin benzer performans ile uygulanabileceğini göstermiştir.

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