İş Stratejileri ve Algılanan Örgütsel Performans Arasındaki İlişkiler: Büyük Ölçekli İşletmeler Üzerine Bir Araştırma

Yıl 2023, Cilt: 31 Sayı: 57, 299 - 329, 26.07.2023

Leyla Boy Akdağ , Özge Tayfur Ekmekci

https://doi.org/10.17233/sosyoekonomi.2023.03.15

Cited By: 1

Öz

Çalışmanın amacı, örgütsel performansın, işletmelerin uyguladıkları farklı stratejilere göre anlamlı bir farklılık gösterip göstermediğinin araştırılmasıdır. Miles ve Snow’un (1978) strateji tipolojisinin kullanıldığı ve iş stratejilerinin belirlenmesinde iki farklı ölçeğin esas alındığı çalışmada performans, niteliksel pencereden bakılarak algılanan örgütsel performans temelinde incelenmiştir. Araştırma verileri, Türkiye’de farklı sektörlerde faaliyet gösteren büyük ölçekli işletmelerden sağlanmıştır. Bulgular, performansın alt boyutlarından olan çalışan ilişkileri performansının, farklı stratejik tiplere göre anlamlı bir farklılık gösterdiğini ortaya koymaktadır. Savunmacı, öncü ve analizci stratejilerin, algılanan pazar performansı, ürün hizmet performansı ve çalışan ilişkileri performansı üzerinde pozitif yönlü etkiye sahip oldukları saptanmıştır.

Anahtar Kelimeler

Strateji Tipolojisi, İş Stratejileri, Savunmacılar, Öncüler, Analizciler, Algılanan Pazar Performansı, Ürün-Hizmet Performansı, Çalışan İlişkileri Performansı, Büyük Ölçekli İşletmeler

The Relations Between Business Strategies and Perceived Organizational Performance: A Research on Large-Scale Organizations

Öz

The study aims to investigate whether organisational performance shows a significant difference according to the different strategies applied by the organisations. In the study, in which Miles and Snow's (1978) strategy typology was used, and two different scales were taken as the basis for determining business strategies, performance was examined based on perceived organisational performance from a qualitative perspective. Research data were obtained from large-scale organisations operating in different sectors in Türkiye. The findings reveal that employee relations performance, one of the sub-dimensions of performance, shows a significant difference according to different strategic types. It has been determined that defender, prospector, and analyser strategies positively affect perceived market performance, product service performance and employee relations performance.

Anahtar Kelimeler

Strategy Typology, Business Strategies, Defenders, Prospectors, Analysers, Perceived Market Performance, Product-Service Performance, Employee Relations Performance, Large-Scale Firms

Kaynakça

• Allen, R.S. et al. (2007), “Perceived diversity and organizational performance”, Employee Relations, 30(1), 20-33.
• Anwar, J. & S.A.F. Hasnu (2016), “Strategy-performance linkage: methodological refinements and empirical analysis”, Journal of Asia Business Studies, 10(3), 303-317.
• Anwar, J. et al. (2016), “Business strategy and organizational performance”, Pakistan Economic and Social Review, 54(1), 97-122.
• Aycan, Z. (2001), “Human Resource Management in Turkey: Current Issues and Future Challenges”, International Journal of Manpower, 22(3), 252-261.
• Berberoglu, A. (2018), “Impact of organizational climate on organizational commitment and perceived organizational performance: empirical evidence from public hospitals”, BMC Health Services Research, 18(1), 1-9.
• Blackmore, K. & K. Nesbitt (2013), “Verifying the Miles and Snow strategy types in Australian small-and medium-size enterprises”, Australian Journal of Management, 38(1), 171-190.
• Brunk, S.E. (2003), “From theory to practice: Applying Miles and Snow's ideas to understand and improve firm performance”, Academy of Management Perspectives, 17(4), 105-108.
• Chan, L.L. et al. (2004), “In search of sustained competitive advantage: the impact of organizational culture, competitive strategy and human resource management practices on firm performance”, The International Journal of Human Resource Management, 15(1), 17-35.
• Christiansen, L.C. & M. Higgs (2008), “How the alignment of business strategy and HR strategy can impact performance: A practical insight for managers”, Journal of General Management, 33(4), 13-34.
• Conant, J.S. et al. (1990), “Strategic types, distinctive marketing competencies and organizational performance: a multiple measures‐based study”, Strategic Management Journal, 11(5), 365-383.
• Delaney, J.T. & M.A. Huselid (1996), “The impact of human resource management practices on perceptions of organizational performance”, Academy of Management Journal, 39(4), 949-969.
• DeSarbo, W.S. et al. (2005), “Revisiting the Miles and Snow strategic framework: uncovering interrelationships between strategic types, capabilities, environmental uncertainty, and firm performance”, Strategic Management Journal, 26(1), 47-74.
• Dincer, O. et al. (2006), “The strategic planning process: evidence from Turkish firms”, Management Research News, 29(4), 206-219.
• Doty, D.H. et al. (1993), “Fit, equifinality, and organizational effectiveness: A test of two configurational theories”, Academy of Management Journal, 36(6), 1196-1250.
• Fiss, P.C. (2011), “Building better causal theories: A fuzzy set approach to typologies in organization research”, Academy of Management Journal, 54(2), 393-420.
• Furrer, O. et al. (2008), “The structure and evolution of the strategic management field: A content analysis of 26 years of strategic management research”, International Journal of Management Reviews, 10(1), 1-23.
• Gresov, C. & R. Drazin (1997), “Equifinality: Functional equivalence in organization design”, Academy of Management Review, 22(2), 403-428.
• Hambrick, D.C. (1983), “Some tests of the effectiveness and functional attributes of Miles and Snow's strategic types”, Academy of Management Journal, 26(1), 5-26.
• Hambrick, D.C. (2003), “On the staying power of defenders, analyzers, and prospectors”, Academy of Management Perspectives, 17(4), 115-118.
• Harel, G.H. & S.S. Tzafrir (1999), “The effect of human resource management practices on the perceptions of organizational and market performance of the firm”, Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 38(3), 185-199.
• Hoque, Z. (2004), “A contingency model of the association between strategy, environmental uncertainty and performance measurement: impact on organizational performance”, International Business Review, 13(4), 485-502.
• Hrebiniak, L.G. & W.F. Joyce (1985), “Organizational adaptation: Strategic choice and environmental determinism”, Administrative Science Quarterly, 30(3), 336-349.
• Ingram, T. et al. (2016), “Relationships between miles and snow strategic types and organizational performance in Polish production companies”, Journal of Management and Business Administration, Central Europe, (1), 17-45.
• Jennings, D.F. et al. (2003), “Strategy-performance relationships in service firms: a test for equifinality”, Journal of Managerial Issues, 15(2), 208-220.
• Jusoh, R. & J.A. Parnell (2008), “Competitive strategy and performance measurement in the Malaysian context: An exploratory study”, Management Decision, 46(1), 5-31.
• Kabanoff, B. & S. Brown (2008), “Knowledge structures of prospectors, analyzers, and defenders: Content, structure, stability, and performance”, Strategic Management Journal, 29(2), 149-171.
• Lin, C. et al. (2020), “Exploring differences in competitive performance based on Miles and Snow's strategy typology for the semiconductor industry”, Industrial Management & Data Systems, 120(6), 1125-1148.
• Luoma, M.A. (2015), “Revisiting the strategy-performance linkage: An application of an empirically derived typology of strategy content areas”, Management Decision, 53(5), 1083-1106.
• Miles, R. & C. Snow (1978), Organizational Strategy, Structure, and Processes, New York: McGraw-Hill.
• Miles, R.E. & C. Snow (2003), Organizational Strategy, Structure, and Process, Stanford University Press, Stanford, California.
• Miles, R.E. & C.C. Snow (1984), “Designing strategic human resource systems”, Organization Dynamics, 13(1), 36-52.
• Miles, R.E. et al. (1978), “Organizational strategy, structure, and process”, Academy of Management Review, 3(3), 546-562.
• Mintzberg, H. (1994), “The fall and rise of strategic planning”, Harvard Business Review, 72(1), 107-114.
• Mintzberg, H.T. (1979), The structuring of organizations, Englewood Cliffs, NJ: Prentice Hall.
• Moore, M. (2005), “Towards a confirmatory model of retail strategy types: an empirical test of Miles and Snow”, Journal of Business Research, 58(5), 696-704.
• Newbert, S.L. (2008), “Value, rareness, competitive advantage, and performance: a conceptual‐level empirical investigation of the resource‐based view of the firm”, Strategic Management Journal, 29(7), 745-768.
• Nunnally, J.C. (1978), Psychometric Theory, New York: McGraw-Hill.
• O'Regan, N. & A. Ghobadian (2006), “Perceptions of generic strategies of small and medium sized engineering and electronics manufacturers in the UK: The applicability of the Miles and Snow typology”, Journal of Manufacturing Technology Management, 17(5), 603-620.
• Parnell, J.A. & P. Wright (1993), “Generic strategy and performance: an empirical test of the Miles and Snow typology”, British Journal of Management, 4(1), 29-36.
• Parnell, J.A. (2008), “Strategy execution in emerging economies: assessing strategic diffusion in Mexico and Peru”, Management Decision, 46(9), 1277-1298.
• Parnell, J.A. (2011), “Strategic capabilities, competitive strategy, and performance among retailers in Argentina, Peru and the United States”, Management Decision, 49(1), 139-155.
• Parnell, J.A. et al. (2000), “Strategy as a response to organizational uncertainty: an alternative perspective on the strategy‐performance relationship”, Management Decision, 38(8), 520-530.
• Parnell, J.A. et al. (2006), “Measuring performance in competitive strategy research”, International Journal of Management and Decision Making, 7, 408‐17.
• Parnell, J.A. et al. (2012), “Competitive strategy, uncertainty, and performance: An exploratory assessment of China and Turkey”, Journal of Transnational Management, 17(2), 91-117.
• Parnell, J.A. et al. (2015), “Competitive strategy, capabilities and uncertainty in small and medium sized enterprises (SMEs) in China and the United States”, Management Decision, 53(2), 402-431.
• Porter, M. (1980), Competitive Strategy, New York: Free Press.
• Richard, P.J. et al. (2009), “Measuring organizational performance: Towards methodological best practice”, Journal of Management, 35(3), 718-804.
• Saraç, M. et al. (2014), “How Do Business Strategies Predict Firm Performance? An Investigation On Borsa Istanbul 100 Index”, Journal of Accounting & Finance, (61), 121-134.
• Segev, E. (1987), “Strategy, strategy‐making, and performance in a business game”, Strategic Management Journal, 8(6), 565-577.
• Shea, T. et al. (2012), “Evaluation of a perceived organisational performance scale using Rasch model analysis”, Australian Journal of Management, 37(3), 507-522.
• Sheehan, C. et al. (2007), “The relationship between HRM avenues of political influence and perceived organizational performance”, Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 46(4), 611-629.
• Shortell, S.M. & E.J. Zajac (1990), “Perceptual and archival measures of Miles and Snow's strategic types: A comprehensive assessment of reliability and validity”, Academy of Management Journal, 33(4), 817-832.
• Slater, S.F. & E.M. Olson (2000), “Strategy type and performance: the influence of sales force management”, Strategic Management Journal, 21(8), 813-829.
• Slater, S.F. & E.M. Olson (2001), “Marketing's contribution to the implementation of business strategy: An empirical analysis”, Strategic Management Journal, 22(11), 1055-1067.
• Smith, K.G. et al. (1986), “Miles and Snow's Typology of Strategy, Organizational Size and Organizational Performance”, Academy of Management Proceedings, 1986(1), 45-49, Briarcliff Manor, NY 10510: Academy of Management.
• Smith, K.G. et al. (1989), “Strategy, size and performance”, Organization Studies, 10(1), 63-81.
• Tang, Z. & J. Tang (2012), “Entrepreneurial orientation and SME performance in China’s changing environment: The moderating effects of strategies”, Asia Pacific Journal of Management, 29(2), 409-431.
• Tzafrir, S.S. (2005), “The relationship between trust, HRM practices and firm performance”, The International Journal of Human Resource Management, 16(9), 1600-1622.
• Walker, R.M. (2013), “Strategic management and performance in public organizations: findings from the Miles and Snow framework”, Public Administration Review, 73(5), 675-685.
• Zajac, E.J. & S.M. Shortell (1989), “Changing generic strategies: Likelihood, direction, and performance implications”, Strategic Management Journal, 10(5), 413-430.
• Zamani, S. et al. (2013), “Strategic change and decision making in an emerging nation: An exploratory assessment of Iranian manufacturing firms”, Strategic Change, 22(5‐6), 355-370.