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KÖKEN ÜLKELERDE YAŞANAN DIŞSAL ŞOKLARIN BAĞLI FİRMALAR ÜZERİNDEKİ ETKİLERİ: BİR ÖRNEK OLAY ÇALIŞMASI

Year 2012, Issue: 33, - , 01.06.2015

Abstract

This study focuses on how the shock wave caused by the earthquake in Japan, the subsequent tsunami and nuclear disaster affected the subsidiary companies belonging to the transnational enterprises of Japanese-origin and, on the basis of a case study, what kinds of changes such shock waves caused in the management mentality and policies of the parent company concerning the subsidiary companies. According to gathered data; the external shock encountered did not cause a radical process change on the subsidiary companies of Toyota, which almost means an entire self-recreation. What is more important is that clear decisions have not been made in order to eliminate the effects of the external shock that change depending on the tendencies of the company concerning the subsidiary companies. Even in the case where these decisions were made, it is not really possible to construe the decision and the changes in the practices and policies realized depending on such a decision as radical changes about the tendencies of the parent company concerning the subsidiary companies. Therefore, it can be said that the decisions that are likely to be taken as a result of the discussions made would more likely be congruencetype changes, which strengthen their strategic tendencies in order not to encounter the adverse results that occur after a similar external shock

References

  • Amburgey, T.L., Kelly, D. and Barnett, P. (1993) Resetting the clock: The dy-namics of organizational change and failure, Administrative Science Quarterly, 38, p:51-73.
  • Anderson, E. and Gatignon, H. (1986) “Modes of foreign entry: A Transaction cost analysis and propositions”
  • Journal of International Business Studies, 17 p:1-26. Astley, W.G. and Van De Ven, A.H. (1983) Central perspectives and de-bates in organization theory,
  • Administrative Science Quarterly, 28, p:245-273. Barnett, W.P. and Caroll, G.R. (1995) Modeling internal organiza-tional change. In Annual Review of Sociology, 21, p: 217- 236.
  • Barney,J. (1991) “Firm resources and sustained competitive advantage” Journal of Management, 17, p:99-120.
  • Baum, A. C. (1990) Inertial and Adaptive Patterns in the Dynamics of Organizational Change, Academy of
  • Management Best Papers proceedings, 165-169. Child, J. (1972) Organizational Structure, Environment and Performance: The role of Strategic Choice, Sociol., 6, p: 1
  • Cyert, R. M. and March, J.G. (1963) A Behavioral Theory of the Firm, Englewood Cliffs, NJ: Prentice-Hall.
  • Delios, A. and Beamish, A. (1999) Geographic scope, product, diversification and corporate performance of
  • Japanese Fims, Strategic Management Journal, 20 (8): p. 711-727. Erramili, M. K. (1990) “Entry mode choice in service industries” International Marketing Review, 5, p: 50–62.
  • Gersick, C.J. (1991) Revolutionary change theories: A multilevel exploration of the punctuated change paradigm."
  • Academy of Management Review, 16, p: 10-36. Greenwood, R. and Hinings, C.R (1988) Organizational design types, tracks and the dynamics of strategic change,
  • Organization Studies, 9, p: 293-316. Hartley, J (2004). Case study research. In Catherine Cassell & Gillian Symon (Eds.), Essential guide to qualitative methods in organizational research (pp.323-333). London: Sage.
  • Haveman, H.A. (1990) Structural Inertia Revisited: Diversification and Performance in Califor-nia Savings and Loans, unpublished phD Dissertation, University of California at Berkeley.
  • Kogut, B. (1985) Designing global strategies: Profiting from operational flexibility, Sloan Management Review, 27: p. 27-38.
  • Lawrence, P.R. and LORSCHi, J.W. (1967) Organizationan d Environment: Managing Differentiation and Integration, Boston, MA: Graduate School of Business Administration.
  • Levinthal, D.A. (1991) Organizational Adaptation and Environmental Selection-Interrelated Processes of Change,
  • Organization Science, Vol. 2, No. 1, Special Issue: Organizational Learning: Papers in Honor of (and by) James G. March (1991), pp. 140-145.
  • Li, S. and Tallman, S. (2011) MNC Strategies , Exogenous Shocks, and performance outcomes, Strategic
  • Management Journal, 32: p 1119-1127.
  • Miller, D. and Friesen, P.H. (1980) Structural change and perfor-mance: Quantum vs. piece-meal-incremental ap- proaches." Academy of Management Journal, 25, p: 867-892.
  • Morck, R and Yeung, B. (1991) Why investors value multinationality, Journal of Business, 64: p. 165-187.
  • Perrow, C. (1994) Dialogue: Pfeffer slips Academy of Management Review, 19, p: 191-204.
  • Rundh, B. (2001) International market development: new patterns in SMEs international market behaviour,
  • Marketing Intelligence & Planning, 19/5, p: 319-29. Scott, W. R. (1987) Organizations: Rational, Natural, and Open Systems, Englewood Cliffs, NJ: Prentice-Hall
  • Singh, J. V., House. R.J. and Tucker, D.J (1986) Organizational Change and Organizational Mortality,
  • Administrative Science Quarterly, 31, p: 587-611. Tallman S. and Li J. (1996) Effects of international diversity and product diversity on the performance of multinational firms Academy of Management Journal 39: p: 179–197.
  • Taş, A., Hızıroğlu M., Çakan, S. (2011) “Ulusal İş Sistemlerinin Ulus Ötesi Uzantıları Olabilir mi? Ulus Ötesi
  • İşletmelerin Alıcı Ülkelerdeki Örgütsel Formları Köken Ülkelerdeki Örgütsel Formların İzlerini Taşıyor Mu?” Akademik Bakış Dergisi, Sayı 25. Tushman M, Romanelli E. (1985) Organizational evolution: a metamorphosis model of convergence and reorientation. In Research in Organization Behavior (Volume 7), Cummings L, Staw B (eds). JAI: Greenwich, CT: p: 171–222.
  • Tushman M, Romanelli E. (1994) Organizational transforma-tion as punctuated equilib-rium: An empirical test,
  • Academy of Management Journal, 37, p: 1141-1166.
  • Van de Ven, A.H. and Poole, S. (1995) Explaining development and change in organizations. Academy of
  • Management Review, 20. P: 510-540. Winter, S. G. (1990) Survival, Selection, and Inheritance in Evolutionary Theories of Organization, in Jitendra
  • Singh (Ed.), Organizational Evolution: New Directions. Sage Press. Xu, D. & Shenkar, O. (2002) “Institutional Distance and the Multinational Enterprise” Academy of Management Review, Vol.27, No:4, 608-618.
  • Yin, R. (1994). Case study research: Design and methods (2nd ed.). Beverly Hills, CA: Sage Publishing

KÖKEN ÜLKELERDE YAŞANAN DIŞSAL ŞOKLARIN BAĞLI FİRMALAR ÜZERİNDEKİ ETKİLERİ: BİR ÖRNEK OLAY ÇALIŞMASI

Year 2012, Issue: 33, - , 01.06.2015

Abstract

Bu çalışmada ilk olarak, köken ülkede yaşanan dışsal şokların alıcı ülkelerdeki bağlı firmaları nasıl etkilediğine odaklanılmıştır. İkinci olarak ise, dışsal şokun bağlı firma üzerindeki etkilerine bağlı olarak ana firmanın bağlı firmalara ilişkin yönetim anlayışı ve politikalarında ne tür değişiklikler tartışıldığı/yapıldığı ortaya konulmaya çalışılmıştır. Bu iki temel amaç çerçevesinde Japonya da yaşanan deprem ve akabinde gerçekleşen tusunami ile nükleer kriz felaketinin önemli bir Japon işletmesi olan Toyota’nın Türkiye’deki bağlı firmasında incelemeler yapılmıştır. Bir örnek olay çalışması şeklinde tasarlanan araştırma sonuçları, bağlı firma olan Toyota Otomotiv Sanayi Türkiye A.Ş’nin, üretim girdileri bağlamında köken ülkedeki ana işletmeye olan yüksek bağımlılığı sebebiyle, dışsal şoktan özellikle kısa vadede oldukça ciddi biçimde etkilendiğini göstermektedir. Bu etkilenmeye bağlı olarak ana firmanın bağlı firmalara yönelik uygulamakta olduğu tedarik politikası başta olmak üzere bazı politikalarının değiştirilmesine yönelik tartışmalar ise henüz bir karara bağlanmamıştır. Ancak yapılmakta olan tartışmalar göz önüne alındığında, bu tartışmalar sonucunda alınması muhtemel kararlarla ana firmanın bağlı firmalara yönelik politikalarında radikal değişiklikler yapmayı düşünmediği söylenebilir

References

  • Amburgey, T.L., Kelly, D. and Barnett, P. (1993) Resetting the clock: The dy-namics of organizational change and failure, Administrative Science Quarterly, 38, p:51-73.
  • Anderson, E. and Gatignon, H. (1986) “Modes of foreign entry: A Transaction cost analysis and propositions”
  • Journal of International Business Studies, 17 p:1-26. Astley, W.G. and Van De Ven, A.H. (1983) Central perspectives and de-bates in organization theory,
  • Administrative Science Quarterly, 28, p:245-273. Barnett, W.P. and Caroll, G.R. (1995) Modeling internal organiza-tional change. In Annual Review of Sociology, 21, p: 217- 236.
  • Barney,J. (1991) “Firm resources and sustained competitive advantage” Journal of Management, 17, p:99-120.
  • Baum, A. C. (1990) Inertial and Adaptive Patterns in the Dynamics of Organizational Change, Academy of
  • Management Best Papers proceedings, 165-169. Child, J. (1972) Organizational Structure, Environment and Performance: The role of Strategic Choice, Sociol., 6, p: 1
  • Cyert, R. M. and March, J.G. (1963) A Behavioral Theory of the Firm, Englewood Cliffs, NJ: Prentice-Hall.
  • Delios, A. and Beamish, A. (1999) Geographic scope, product, diversification and corporate performance of
  • Japanese Fims, Strategic Management Journal, 20 (8): p. 711-727. Erramili, M. K. (1990) “Entry mode choice in service industries” International Marketing Review, 5, p: 50–62.
  • Gersick, C.J. (1991) Revolutionary change theories: A multilevel exploration of the punctuated change paradigm."
  • Academy of Management Review, 16, p: 10-36. Greenwood, R. and Hinings, C.R (1988) Organizational design types, tracks and the dynamics of strategic change,
  • Organization Studies, 9, p: 293-316. Hartley, J (2004). Case study research. In Catherine Cassell & Gillian Symon (Eds.), Essential guide to qualitative methods in organizational research (pp.323-333). London: Sage.
  • Haveman, H.A. (1990) Structural Inertia Revisited: Diversification and Performance in Califor-nia Savings and Loans, unpublished phD Dissertation, University of California at Berkeley.
  • Kogut, B. (1985) Designing global strategies: Profiting from operational flexibility, Sloan Management Review, 27: p. 27-38.
  • Lawrence, P.R. and LORSCHi, J.W. (1967) Organizationan d Environment: Managing Differentiation and Integration, Boston, MA: Graduate School of Business Administration.
  • Levinthal, D.A. (1991) Organizational Adaptation and Environmental Selection-Interrelated Processes of Change,
  • Organization Science, Vol. 2, No. 1, Special Issue: Organizational Learning: Papers in Honor of (and by) James G. March (1991), pp. 140-145.
  • Li, S. and Tallman, S. (2011) MNC Strategies , Exogenous Shocks, and performance outcomes, Strategic
  • Management Journal, 32: p 1119-1127.
  • Miller, D. and Friesen, P.H. (1980) Structural change and perfor-mance: Quantum vs. piece-meal-incremental ap- proaches." Academy of Management Journal, 25, p: 867-892.
  • Morck, R and Yeung, B. (1991) Why investors value multinationality, Journal of Business, 64: p. 165-187.
  • Perrow, C. (1994) Dialogue: Pfeffer slips Academy of Management Review, 19, p: 191-204.
  • Rundh, B. (2001) International market development: new patterns in SMEs international market behaviour,
  • Marketing Intelligence & Planning, 19/5, p: 319-29. Scott, W. R. (1987) Organizations: Rational, Natural, and Open Systems, Englewood Cliffs, NJ: Prentice-Hall
  • Singh, J. V., House. R.J. and Tucker, D.J (1986) Organizational Change and Organizational Mortality,
  • Administrative Science Quarterly, 31, p: 587-611. Tallman S. and Li J. (1996) Effects of international diversity and product diversity on the performance of multinational firms Academy of Management Journal 39: p: 179–197.
  • Taş, A., Hızıroğlu M., Çakan, S. (2011) “Ulusal İş Sistemlerinin Ulus Ötesi Uzantıları Olabilir mi? Ulus Ötesi
  • İşletmelerin Alıcı Ülkelerdeki Örgütsel Formları Köken Ülkelerdeki Örgütsel Formların İzlerini Taşıyor Mu?” Akademik Bakış Dergisi, Sayı 25. Tushman M, Romanelli E. (1985) Organizational evolution: a metamorphosis model of convergence and reorientation. In Research in Organization Behavior (Volume 7), Cummings L, Staw B (eds). JAI: Greenwich, CT: p: 171–222.
  • Tushman M, Romanelli E. (1994) Organizational transforma-tion as punctuated equilib-rium: An empirical test,
  • Academy of Management Journal, 37, p: 1141-1166.
  • Van de Ven, A.H. and Poole, S. (1995) Explaining development and change in organizations. Academy of
  • Management Review, 20. P: 510-540. Winter, S. G. (1990) Survival, Selection, and Inheritance in Evolutionary Theories of Organization, in Jitendra
  • Singh (Ed.), Organizational Evolution: New Directions. Sage Press. Xu, D. & Shenkar, O. (2002) “Institutional Distance and the Multinational Enterprise” Academy of Management Review, Vol.27, No:4, 608-618.
  • Yin, R. (1994). Case study research: Design and methods (2nd ed.). Beverly Hills, CA: Sage Publishing
There are 35 citations in total.

Details

Primary Language Turkish
Journal Section Articles
Authors

Ali Taş This is me

Publication Date June 1, 2015
Published in Issue Year 2012 Issue: 33

Cite

APA Taş, A. (2015). KÖKEN ÜLKELERDE YAŞANAN DIŞSAL ŞOKLARIN BAĞLI FİRMALAR ÜZERİNDEKİ ETKİLERİ: BİR ÖRNEK OLAY ÇALIŞMASI. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi(33).
AMA Taş A. KÖKEN ÜLKELERDE YAŞANAN DIŞSAL ŞOKLARIN BAĞLI FİRMALAR ÜZERİNDEKİ ETKİLERİ: BİR ÖRNEK OLAY ÇALIŞMASI. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi. June 2015;(33).
Chicago Taş, Ali. “KÖKEN ÜLKELERDE YAŞANAN DIŞSAL ŞOKLARIN BAĞLI FİRMALAR ÜZERİNDEKİ ETKİLERİ: BİR ÖRNEK OLAY ÇALIŞMASI”. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, no. 33 (June 2015).
EndNote Taş A (June 1, 2015) KÖKEN ÜLKELERDE YAŞANAN DIŞSAL ŞOKLARIN BAĞLI FİRMALAR ÜZERİNDEKİ ETKİLERİ: BİR ÖRNEK OLAY ÇALIŞMASI. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi 33
IEEE A. Taş, “KÖKEN ÜLKELERDE YAŞANAN DIŞSAL ŞOKLARIN BAĞLI FİRMALAR ÜZERİNDEKİ ETKİLERİ: BİR ÖRNEK OLAY ÇALIŞMASI”, Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, no. 33, June 2015.
ISNAD Taş, Ali. “KÖKEN ÜLKELERDE YAŞANAN DIŞSAL ŞOKLARIN BAĞLI FİRMALAR ÜZERİNDEKİ ETKİLERİ: BİR ÖRNEK OLAY ÇALIŞMASI”. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi 33 (June 2015).
JAMA Taş A. KÖKEN ÜLKELERDE YAŞANAN DIŞSAL ŞOKLARIN BAĞLI FİRMALAR ÜZERİNDEKİ ETKİLERİ: BİR ÖRNEK OLAY ÇALIŞMASI. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi. 2015.
MLA Taş, Ali. “KÖKEN ÜLKELERDE YAŞANAN DIŞSAL ŞOKLARIN BAĞLI FİRMALAR ÜZERİNDEKİ ETKİLERİ: BİR ÖRNEK OLAY ÇALIŞMASI”. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, no. 33, 2015.
Vancouver Taş A. KÖKEN ÜLKELERDE YAŞANAN DIŞSAL ŞOKLARIN BAĞLI FİRMALAR ÜZERİNDEKİ ETKİLERİ: BİR ÖRNEK OLAY ÇALIŞMASI. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi. 2015(33).

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