Dergiler / İşletme Bilimi Dergisi / 2019 / Cilt: 7 - Sayı: 1
STRATEJİK YÖNETİM ÇALIŞMALARININ ÖRGÜT İÇİ GÜÇ ÖRÜNTÜSÜNÜ ŞEKİLLENDİRMEDEKİ ROLÜ: KAMU KURUMLARI ÜZERİNDEN ÇOKLU ÖRNEK OLAY İNCELEMESİ
- Sayfa
- 1–32
- DOI
- —
Özet
Amaç: Bu çalışmada kamu kurumlarındaki stratejik yönetim çalışmalarının örgüt içindeki güç örüntüsünü hangi güç alanları ve kaynakları üzerinden şekillendirdiği sorusuna cevap aranmıştır. Yöntem: İfade edilen amaç çerçevesinde çalışma çoklu örnek olay çalışması şeklinde tasarlanmıştır. Çalışmaya stratejik planlarını kendileri hazırlayan 7 kamu kurumu dâhil edilmiştir. Bu 7 kurumdan 11 kişi ile yarı-yapılandırılmış mülakat yapılmıştır. Bunun yanı sıra, örnek olay çalışmalarının gerçekleştirildiği dönem içerisinde araştırmacı tarafından yapılan gözlemler vasıtasıyla da bir dizi veri toplanmıştır. Gözlem ve mülakatlara ek olarak çalışmada kurumlara ait ve araştırmaya yön veren amaç çerçevesinde veri niteliği taşıyan dokümanlarda araştırmada kullanılmıştır. Elde edilen veriler literatürdeki vurgulardan hareketle oluşturulan göstergeler temel alınarak analiz edilmiştir. Bulgular: Verilerin analizi stratejik yönetim çalışmalarının örgüt içi güç örüntüsünü değiştirmede bir araç olarak kullanıldığına ve bu özelliğinden dolayı örgüt içi güç örüntüsünü belli şekillerde etkileyebildiğine işaret etmektedir. Sonuç: Örgütsel bağlama özgü faktörlerin hem örgüt içi güç örüntüsünü etkileme derecesinde ve yönünde hem de bir araç olarak kullanımında belirleyici olduğu sonucuna ulaşılmıştır.
Abstract
The plans and practices for the policies within the framework of the "new public management approach" that started in England and in the United States in the 1980s, has been emulated by many countries due to its successful results in these countries and has also attracted considerable attention in Turkey, have begun to be put into practice with different coercive mechanisms, especially with legal regulations. One of the most important of these practices is “strategic management studies” in the scope of this new public management approach. In this context, as a result of the "Public Finance and Control Law" no. 5018 adopted in 2003, public institutions have become obliged to make strategic planning. In fact, this obligation is a natural consequence of the pressure on public institutions to get a competitive position in accordance with the requirements of the new economic approach. These policies and practices for public institutions have also gained recognition in the academic literature over time. In the public administration and management-organization literature in which the strategic management activities in public institutions are involved, the number of studies on the abovementioned "new management policies and practices of public institutions" continues to increase day by day. When the relevant literature was reviewed critically, it was seen that the strategic management studies in public institutions generally had a tendency regarding how strategic management studies are perceived in terms of public employees (Aktuna, 2010; Gül, 2017), to what extent the strategic management studies and practices are adopted in public institutions (Kadıoğlu, 2009; Girgin, 2015; Başaran, 2016), the applicability of strategic management (Sobacı, 2008; Aytepe, 2008; Yalçınkaya, 2010; Güngör, 2010, Şeker, 2012; Eryiğit, 2012; 2013; Turpçu, 2017) and its consequences (Uçar, 2010; Şahin, 2014; Cengiz, 2016). In the above-mentioned evaluation made for the current literature, it is seen that the strategic management practices in public institutions in accordance with the new regulation are a "milestone" for an institution/organization has been ignored. In other words, it has been seen that the studies in the literature have overlooked the importance of the fact that institutions/organizations get a new position within the framework of the new public management approach legitimized by law no.5018, and that this transformation has initiated a process of change that is no longer possible to return to the past for the institution/organization. Therefore, the fact that the issues based on the strategic-strategic management and change phenomena are neglected especially in the studies in the Turkish public administration and management-organization literature is an important shortcoming in terms of the relevant literature. It can be said that this shortcoming, especially organizational/institutional changes have been relatively more difficult, that the healthy design of change processes is difficult due to a number of characteristics that have become established in the bureaucratic culture and that the change processes are more particularly important in terms of countries like Turkey where it is very difficult to reflect them on the outcome in terms of organizational performance. In this context, it can be stated that the studies to be carried out within the framework of the strategy-strategic management process-change themes will have the potential to enrich the academic literature and to provide significant contributions to implementation. When the contribution potentials of the studies in the mentioned context are taken into account, in the context of ”strategy-strategic management and change“, this study seeks to answers to the questions; (a) by which power fields and sources (b) under which circumstances/how/what extent do the strategic management practices affect/shape intra-organizational power pattern in public institutions. Therefore, the study has a particular importance as it is the first study in the context of strategy-organizational power on public institutions. Furthermore, the fact that the study was carried out in the sample of public institutions where it is not easy to change the power pattern and in a country like Turkey where this pattern is shaped through much more different mechanisms makes study more important. Another distinctive feature of the study is related to fact that it was directly carried out within the framework of the strategy-power pattern. In this context, the study has a particular importance in terms of revealing the role of strategy in shaping the organizational power pattern. This study, designed as Multiple Case Study based on the mentioned objectives and possible contributions, consists of three sections. In the first section, a literature review was performed on the basis of power school and micro-politics to explain the relationship/interaction between strategy and organizational power pattern. In the second section, the methodological fiction of the research and the methodical preferences adopted were explained in detail.. In the third section of the study, the results of the analyses performed based on case studies were presented. This study was designed as a case study from qualitative research designs. Such an issue requires, by its very nature, to take into account the contextual conditions of the institutions included in the study and to in-depth examine the process of from the beginning to the end of the strategic management practices (Patton, 2014: 14; Punch, 2005: 142). It is necessary to use multiple sources of data for the in-depth and thorough examination of this process (Baxter and Jack, 2008: 544). Furthermore, since the study focused on the question of how the strategic management practices shaped the intra-organizational power pattern (Yin, 2003: 7), case study was considered as a suitable design. Therefore, it can be said that both the need for the "