LEADING FACTORS CONTRIBUTING INTERNATIONAL ORGANIZATIONS TO BE AGILE AND BLUE OCEAN STRATEGY; AN EVIDENCE FROM TURKISH CIVIL AVIATION SECTOR

Year 2019, Volume: 3 Issue: 3, 465 - 490, 24.11.2019

Elif Baykal , Filiz Mızrak

https://doi.org/10.30692/sisad.562477

Cited By: 1

Abstract

Uluslararası şirketler günümüz rekabetçi iş dünyasında, zorlu
rekabet ortamındaki yerini bulmak için çok hızlı bir şekilde değişmeli ve
gelişmelidir. Bu değişikliği hızlı ve sistematik bir şekilde yapabilmek için
bir ayrıcalık ve başarının anahtarı önemlidir. Çevik gelişim; bir operatörün
faaliyet gösterdiği sektörde meydana gelen değişimlere ve gelişmelere hızlı
cevap vermek için geliştirilen sistematik bir bakış açısıdır. Pazarlama,
sektördeki değişikliklere anında tepki veremezse, işletmenin faaliyetleri
etkilenir ve bu başarısızlığa neden olur. Bu çalışmanın amacı, şirketleri zor
şartlarda çevik olmalarını destekleyen önemli faktörleri belirlemektir. Bu
bağlamda Pegasus Havayolları'nın durumu, 2013 yılından itibaren halka
açıldığında şirketin yıllık raporu kullanılarak analiz edildi. Bu çalışmanın
sonucunda, Pegasus Havayolları'nın çevikliğe katkıda bulunan önemli faktörlerle
yüzleşerek çevik bir şirket olduğu kanıtlanmıştır. Bu çalışma, zorlu koşulların
ve pazardaki rekabetin üstesinden gelmek için ticari faaliyetlerle ilgili
stratejiler sunmaya çalıştığı için literatüre iyi katkı sağlıyor. Çalışma,
yeterli sayıda örnek içeren deneysel bir çalışma ile geliştirilebilir.

 

Keywords

Çeviklik, Mavi okyanus stratejisi, Havacılık sektörü

LEADING FACTORS CONTRIBUTING INTERNATIONAL ORGANIZATIONS TO BE AGILE AND BLUE OCEAN STRATEGY; AN EVIDENCE FROM TURKISH CIVIL AVIATION SECTOR

Abstract

International companies have to change and develop very rapidly in order to find
their place in the fierce competition environment of today's world. It is
important, a privilege and a key to success to be able to make this change
quickly and systematically. Agile development; is a systematic perspective
developed to respond quickly to changes and developments that have occurred in
the sector in which an operator operates. If marketing cannot give immediate reactions
to the changes in the sector, the activities of the business are affected, and
this brings failure. The purpose of this study is to determine significant
factors that support companies to be agile in harsh conditions.  In this regard, the case of Pegasus Airlines
has been analyzed using annual report of the company starting from 2013 when
the company went public. As a consequence of this study, it has been proved
that Pegasus Airlines is an agile company by confronting the key factors that
contribute to agility. This study contributes to literature well since it tries
to offer strategies concerning business operations to overcome harsh conditions
and competition in the market. The study can be improved by an empirical study including
a satisfactory number of samples.

Keywords

Agility, Blue ocean strategy, Aviation sector

References

• Ashrafi, N., Xu, P., Sathasivam, M., Kuilboer, J. P., Koelher, W., Heimann, D., & Waage, F. (2005, July). A framework for implementing business agility through knowledge management systems. In E-Commerce Technology Workshops, 2005. Seventh IEEE International Conference on (pp. 116-121). IEEE.
• Braunscheidel, M. J., & Suresh, N. C. (2009). The organizational antecedents of a firm’s supply chain agility for risk mitigation and response. Journal of operations Management, 27(2), 119-140.
• Butler, C. (2008). Planning with blue ocean strategy in the United Arab Emirates. Strategic Change, 17(5‐6), 169-178.
• Chang, S. C. (2010). Bandit cellphones: A blue ocean strategy. Technology in society, 32(3), 219-223.
• Dove, R. (1999). Knowledge management, response ability, and the agile enterprise. Journal of knowledge management, 3(1), 18-35.
• Hormozi, A. M. (2001). Agile manufacturing: the next logical step. Benchmarking: An International Journal, 8(2), 132-143.
• http://www.pegasusyatirimciiliskileri.com/medium/image/2015-faaliyet-raporu_289/view.aspx
• http://www.pegasusyatirimciiliskileri.com/medium/image/2016-finansal-yili-sunumu-2_321
• http://www.pegasusyatirimciiliskileri.com/medium/image/2016-yili-faaliyet-raporu_293/view.aspx
• Işcan, Ö. F., & Karabey, A. G. C. N. (2006). Bilgi Teknolojilerinin Benimsenmesi İle Örgütsel Atiklik Arasındaki İlişki Üzerine Bir Araştırma. Erciyes Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, (26).
• Kim, T. Y., Oh, H., & Swaminathan, A. (2006). Framing interorganizational network change: A network inertia perspective. Academy of management review, 31(3), 704-720
• Kim, W. C., & Mauborgne, R. (2004). Blue ocean strategy. If you read nothing else on strategy, read thesebest-selling articles., 71.
• Lin, C. T., Chiu, H., & Chu, P. Y. (2006). Agility index in the supply chain. International Journal of Production Economics, 100(2), 285-299.
• Lindič, J., Bavdaž, M., & Kovačič, H. (2012). Higher growth through the Blue Ocean Strategy: Implications for economic policy. Research policy, 41(5), 928-938.
• Mathiyakalan, S., Ashrafi, N., Zhang, W., Waage, F., Kuilboer, J. P., & Heimann, D. (2005, May). Defining business agility: an exploratory study. In Proceedings of the 16th Information Resources Management Conference, San Diego, CA (pp. 15-18).
• Menor, L. J., Roth, A. V., & Mason, C. H. (2001). Agility in retail banking: a numerical taxonomy of strategic service groups. Manufacturing & Service Operations Management, 3(4), 273-292.
• Oosterhout, M, V.,Waarts, E., Axelsson, R. (2007).Business Agility vol. 44, pp. 52–69, 2007.
• Orlov, A. K., & Chubarkina, I. Y. (2017). Blue ocean strategy application in the course of planning and implementation of construction projects in the area of SMART housing and social infrastructure. In MATEC Web of Conferences (Vol. 106, p. 08015). EDP Sciences.
• Sambamurthy, V., Bharadwaj, A., & Grover, V. (2003). Shaping agility through digital options: Reconceptualizing the role of information technology in contemporary firms. MIS quarterly, 237-263.
• Sekman M, Utku A. Çevik şirketler: Kurumsal ataleti yenmek. 6. Baskı. Alfa yayınları, İstanbul, Türkiye;2009. Sharifi, H., & Zhang, Z. (1999). A methodology for achieving agility in manufacturing organisations: An introduction. International journal of production economics, 62(1-2), 7-22.
• Sherehiy, B., Karwowski, W., & Layer, J. K. (2007). A review of enterprise agility: Concepts, frameworks, and attributes. International Journal of industrial ergonomics, 37(5), 445-460.
• Ter Wengel, J., Villegas, G. B. F., Hernández, G. P., & Cruz, L. M. S. (2010). Schumpeter and the Blue Ocean Strategy. Revista de la Maestría en Derecho Económico, (6), 53-85.
• Upton, D. M. (1994). The management of manufacturing flexibility. California management review, 36(2), 72-89.
• Welch, S. J., and Edmondson, B., (2012). Commentary: Applying blue ocean strategy to the foundation of accountable care. American Journal of Medical Quality 27: 256–57
• Yardley, J. (2015). Swimming in the blue ocean versus riding the choppy waves of the red ocean. Journal of Aesthetic Nursing, 4(7), 354-355.
• Yusuf, Y. Y., Sarhadi, M., & Gunasekaran, A. (1999). Agile manufacturing:: The drivers, concepts and attributes. International Journal of production economics, 62(1-2), 33-43.