AN ASSESSMENT OF AVIATION SAFETY MANAGEMENT SYSTEM APPLICATIONS FROM THE NEW INSTITUTIONAL THEORY PERSPECTIVE

Year 2018, Volume: 14 Issue: 1, 97 - 122, 01.01.2018

Yeşim Kurt Ender Gerede

https://doi.org/10.17130/ijmeb.2018137576

Abstract

The Safety Management System SMS is a new management practice used in addition to the current prescriptive regulatory approaches. This study aims to find out, from the perspective of the new institutional theory, the diffusion of the SMS among the aviation organizations. Deductive and inductive methods were used together for the analyses of the qualitative data. The research shows that what lies beneath the diffusion of SMS is regulative institutional pressure, and that the field is dominated by coercive isomorphism mechanisms and a concern for legitimacy. Furthermore, it is found that the majority of organizations that participated in this study had recourse to decoupling strategies in SMS and adopted SMS practices only in a ceremonial way

Keywords

New Institutional Theory, Aviation Safety Management System, Diffusion, Strategic Responses

YENİ KURUMSAL KURAM PERSPEKTİFİYLE HAVACILIKTA EMNİYET YÖNETİM SİSTEMİ UYGULAMALARININ DEĞERLENDİRİLMESİ

Abstract

Emniyet Yönetim Sistemi EYS , mevcut düzenleyici yaklaşıma ek olarak geliştirilen yeni bir yönetim uygulamasıdır. Bu çalışma, yeni kurumsal kuram perspektifinden, EYS’nin havacılık örgütleri arasındaki yayılımını açıklamayı amaçlamaktadır. Araştırmadaki nitel veriler, tümdengelimsel ve tümavarımsal yöntemler birlikte kullanılarak analiz edilmiştir. Araştırma sonucunda, EYS’nin yayılımının kuralcı kurumsal baskılara dayandığı, alanda zorlayıcı eşbiçimlilik mekanizmasının ve meşruiyet kaygısının hâkim olduğu sonucuna ulaşılmıştır. Ayrıca, araştırmaya katılan örgütlerin çoğunun EYS için ayırma stratejisi uyguladığı ve uygulamanın törensel biçimde benimsendiği de tespit edilmiştir.

Keywords

Yeni Kurumsal Kuram, Havacılık Emniyeti Yönetim Sistemi, Yayılım, Stratejik Tepkiler

References

• Abernethy, A., & Chua, W. (1996). A field study of control system “Redesign”: The impact of institutional processes on strategic choice. Contemvoran Accounting Research, 13(2), 569-606.
• Armour, H. O., & Teece, D. T. (1978). Organizational structure and economic performance: a test of the multidivisional hypothesis. The Bell Journal of Economics, 9(1), 106-122. Retrieved September 20, 2014, from http://www.jstor.org/stable/3003615
• Arslan, R. (2008). Türk bankacılık sisteminde rekabet startejileri ve yayılım süreci. [Competition strategies in turkish banking system and diffusion process]. Uşak Üniversitesi Sosyal Bilimler Dergisi, 1(2), 125-141.
• Ary, D., Jacobs, L. C., Sorensen, C., & Razavieh, A., (2010). Introduction to research education. Eighth ed., USA: Wadsworth Cengage Learning.
• Berg, B., (2001). Qualitative research methods for the social science fourth ed., USA: A Pearson Education Company.
• Beverland, M., & Luxton, S., (2005). Managing integrated marketing communication (IMC) through strategic decoupling. Journal of Advertising, 34(4), 103-116.
• Boxenbaum, E., & Jonsson, S., (2008). Isomorphism, diffusion and decoupling. In: Greenwood, R., Oliver, C., Suddaby, R., Sahlin K. (Eds), Organizational Institutionalism, 78-98.
• Clemens, B. W., & Dougles, T. J., (2005). Understanding strategic responses to institutional pressures. Journal of Business Research, 58, 1205-1213.
• Clemens, B. W., & Papadakis, M. (2008). Environmental management and strategy in the face of regulatory intensity: radioactive contamination in the us steel industry. Business Strategy and the Environment, 17, 480-492.
• Creswell, J. W. (2008). Research design: Qualitative, quantitative and mixed methods approachs. Third ed., Sage Publication.
• Creswell, J. W. (2012). Educational research: Planning, conducting and evaluating quantitative and qualitative research. Fourth ed., Boston: Pearson.
• Creswell, J. W. (2013). Araştırma deseni: Nitel, nicel ve karma yöntem yaklaşımları., (Research design: Qualitative, quantitative and mixed methods approaches). Demir, S. B. (Ed.) Ankara: Eğiten Kitap.
• Deephouse, D. (1996). Does isomorphism legitimate? The Academy of Management Journal, 39(4), 1024-1039.
• Deephouse, D.L., & Suchman, M. (2008). Legitimacy in ogranizational institutonalism. In Greenwood, R., Oliver, C., Sahlin, K., & Suddaby, R. (Eds.), The Sage Handbook of Organizational Institutionalism (pp. 49-77). Thousand Oaks, CA: Sage.
• Detra, Z. D. (2006). The legitimacy of the International Civil Aviaiton Organziation’s universal safety oversgiht audit programme. Montreal: Institute of Air and Space Law Faculty of Law McGill University.
• Dey, I. (2005). Qualitative data analysis: A user- friendly guide for social scientist. Taylor and Francis e-Library.
• Dimaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: institutional isomoprhism and collective rationality in organizational fields. American Sociological Review, 48(2), 147-160.
• Dimaggio, P., & Powell, W. (1991). The iron cage revisited: Instutional isomorphism and collective rationality in organization fields. The new institutionalism in organizational analysis, 63-82. The University of Chicago.
• Directorate General of Civil Aviation. (2011). Safety management manuel.
• Directorate General of Civil Aviation. (2012a). Basis of safety management system.
• Directorate General of Civil Aviation. (2012b). Havaalanlarında Emniyet Yönetim Sistemi’nin uygulanmasına ilişkin talimat. (The instructions regarding the implementation of the Safety Management System in Airports).
• Directorate General of Civil Aviation. (2012c). Havacılıkta Emniyet Yönetim Sistemi Yönetmeliği (Regulations of Safety Management System in aviation). Turkish official gazette no. 28172. 13 January 2012.
• Erel, D. (2002). Yeni kurumsalcı yaklaşım örgütlerin analizinde bir paradigma değişimine işaret ediyor mu? (Does the new institutional teheory mark a paradigm shift in the analysis of organizaitons?) Abant İzzet Baysal Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 2, 88-107.
• Etherington, L. D., & Richardson, A. J. (1994). Institutional pressures on university accounting in Canada. Contemporary accounting research, 10, 141-162. DOI: 10.1111/j.1911- 3846.1994.tb00426.x
• Farashahi, M. (2003). Institutionalization process within organizations: A multilevel analysis of two functional activities of airlines in a developing country. Montreal, Quebec, Canada: The Department of Management of the John Molson School of Business.
• Fareed, N., Bazzoli, G. J., Mick, S., & Harles, D. W. (2015). The influence of institutional pressures on hospital electronic health record presence. Social Science and Medicine, 133, 28-35.
• Federal Aviation Administration. (2004). Safety management system manual.
• Federal Aviation Administration. (2014). Safety management system manuel. FAA Air Traffic Organization.
• Fiss, C. D., & Zajac, E. (2006). The symbolic management of strategic change: sensegiving via framing and decoupling. Academy of Management Journal, 49(6), 1173-1193.
• Gerede, E. (2015a). A qualitative study on the exploration of challenges to the implementation of the Safety Management System in aircraft maintenance organizations in Turkey. Journal of Air Transport Management, 47, 230-240.
• Gerede, E. (2015b). A study of challenges to the success of the safety management system in aircraft maintenance organizations in Turkey. Safety Science, 73, 106-116.
• Gill, G. K. (2004). Perception of safety, safety violation and improvement of safety in aviation: Findings of a pilot study. Journal of Air Transportation, 9(3), 43.
• Gill, K. G., & Shergill, G. (2004). Perceptions of safety management and safety culture in the aviaiton industry in New Zealand. Journal of Air Transport Management, 10, 233-239.
• Glesne, C. (2013). Nitel araştırmaya giriş. In A. Ersoy, P. Yalçınoğlu (Eds), Introduction to Qualitative Research (3rd ed.). Ankara: Anı Yayıncılık.
• Goodstein, J. D. (1994). Intitutional pressures and strategic responsiveness: Employer involvement in work-family issues. Academy of Management Journal, 37(2), 350-382.
• Greenwood, R., & Hinings, C. R. (1996). Understanding radical organizational change: Bringing together the old and new institutionalism. Academy of Management Review, 21(4), 1022-1054.
• Greenwood, R., Suddaby, R., & Hinings C.R. (2002). Theorizing change: The role of professional associations in the transformation of institutionalized fields. Academy of Management Journal, 45, 58-80.
• Gürol, Y. (2005). Örgüt teorisi olarak kurumsalaşma, (Institutinalization as an organization theory) First ed., İstanbul: Beta.
• Hays, D., & Singh, A. (2012). Qualitative inquiry in clinical and educational settings. New York: The Guilford Press.
• International Civil Aviation Organziation. (2006). Safety management manuel. 1st ed.
• International Civil Aviation Organization. (2009). Safety management manuel (SMM) Doc 9859 AN/474, 2nd Ed.
• International Civil Aviation Organization. (2013a). Safety management manuel. Doc 9859 AN/474, Montreal.
• International Civil Aviation Organization. (2013b). Annex 19. safety management. Retrieved February 02, 2014, from http://www.icao.int/safety/SafetyManagement/Documents/ Doc.9859.3rd%20Edition.alltext.en.pdf
• International Civil Aviation Organization. (2014). Safety report. Montreal, Canada. Retrieved February 02, 2014, from http://www.icao.int/safety/Documents/ICAO_2014%20 Safety%20Report_final_02042014_web.pdf (Feb, 02, 2014)
• Ingram, P., & Simons, T. (1995). Instutional and reseource dependence determiantions of responsiveness to work-family issues. Academy of Manadement Journal, 38, 1466-1482.
• Jamali, D. (2010). MNCs and international accountability standars through an institutional lens: Evidence of symbolic conformity or decoupling. Journal of Business Ethics, 95, 617-640. http://www.jstor.org/stable/40836203?seq=1#page_scan_tab_contents
• Kırkbeşoğlu, E. (2011). Strategic reactions of organizations to legal environment: A typology for industries in the process of institutionalization. Procedia Social and Behavioral Sciences, 1322-1328. http://www.sciencedirect.com/science/article/pii/S1877042811015552
• Lega, F., Longo, F., & Rotolo, A. (2013). Decoupling the use meaning of strategic plans in public healthcare. BMC Health Services Research, 13(5), 1.
• Liou, J. H., Yen, L., & Tzeng, G. (2008). Building an effective safety management system for airlines. Journal of Air Transport Management, 20-26.
• Maher, S. T., Long, C., R.S., C., Sutton, L., & Steinhilber, M. (2013). Paradigm shift in the regulatory application of safety management systems to offshore facilities. Process safety progress, http://onlinelibrary.wiley.com/doi/10.1002/prs.11558/abstract
• Merriam, S. (1998). Qualitative research and case study applications in education: revised and expanded from case study research in education. San Franciso: Jossey Bass.
• Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83, 340-363.
• Meyer, J. W., & Scott, W. R. (1983). Centralization and the legitimacy problems of local government. Newbury Park: Sage.
• Meyer, J., & Rowan, B. (1991). Institutionalized organizations: Formal. In: Powel, W., Dimaggio, P. The new intitutionalism in organizational analysis (pp. 41-62). Chicago: University of Chicago Press.
• Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis: An expanded sourcebook. 2nd Ed., Thousand Oaks, CA: Sage.
• Miles, M., Huberman, A., & Saldana, J. (2014). Qualitative data analysis. 3rd Ed., USA: Sage.
• Morrill, C., & Mckee, C. (1993). Institutional isomorphism and informal social control: Evidence from a community mediation center. Social Problems, 40(4), 445-463. Retrieved March 15, 2014, from http://scholarship.law.berkeley.edu/cgi/viewcontent. cgi?article=1956&context=facpubs
• Oliver, C. (1991). Strategic respons to institutional processes. The Academy of Management Review, 16(1), 145-179.
• Özen, Ş. (2002). Bağlam, aktör, söylem ve kurumsal değişim: Türkiye’de toplam kalite yönetimin yayılım süreci. (Context, actors, discourse and intitutional change: Diffusion process of total quality management in Turkey), Yönetim Araştırmaları Dergisi, 1(2), 47-90.
• Özen, Ş. (2010). Yeni kurumsal kuram: Örgütleri çözümlemede yeni ufuklar ve yeni sorunlar. [New institutional theory: New horizons and problems in organizational analysis]. In Sargut, A. S., Özen, Ş., (Eds.), Örgüt Kuramları [Organization Theories], (pp. 237- 330). Ankara: İmge Kitabevi.
• Özen, Ş. (2013). Yeni kurumsal kuram. [New institutional theory], In: Taşcı, D., Erdemir, E., (Eds.) Örgüt Kuramı [Organization Theory], (pp. 120-138). Eskişehir: Anadolu Üniversitesi Açıköğretim Fakültesi Yayınları.
• Parsons, T. (1956). Suggestions for a sociological approach to the theory of organizations II. Administrative Science Quarterly, 1(2), 225-239.
• Parsons, T. (1960). Structure and process in modern societies. Glencoe, IL: Free Press.
• Patton, M. (2002). Qualitative research and evaluation methods. California: Sage.
• Pedersen, E. R., & Gwozdz, W., 2014. From resistance to opportunity-seeking: Strategic responses to institutional pressures for corporate social responsibility in the Nordic fashion industry. J Bus Ethics, 119, 245-264.
• Perrow, C. (1984). Normal accidents; living with high risk technologies. USA: Basic Books.
• Pfeffer, J., & Salancik, G. R. (1978). The extenal control of organizations: A resource dependence perspective. New York: Harper and Row: Stanford University, 2003.
• Powell, W., & Bromley, P. (2012). From smoke and mirrors to walking the talk: Decoupling contemporary world. The Academy of Management, 1, 1-48. http://www.tandfonline. com/doi/abs/10.1080/19416520.2012.684462
• Raaıjmakers, A. G., Vermeulen, P. A., Meeus, M. T., & Zietsma, C. (2015). I need time Exploring pathways to compliance under institutional complexity. Academy of Management Journal, 58(1), 85-110.
• Sakyi, E., & Azunu, R. (2013). Ghana Airport Company Limited’s decoupling experience: Achievements, challenges and policy lessons. Global Journal of Management and Business Research, 13(8).
• Sargut, A. (2009). Türkiye’de işletme yönetimi eğitiminin kurumsal çevresi: Çeşitlilikten eşbiçimliliğe. (Institutional field of management training in Turkey: From diversity to isomorphism). Eskişehir Osmangazi Üniversitesi İİBF Dergisi, 4(1), 51-63.
• Scott, W. R., Mendel, P. J., & Caronna, C. A. (2000). Institutional change and healthcare organizations: From professional dominance to managed care. Chicago: University of Chicago Press.
• Seidman, W. (1983). Goal ambiguity and organizational decoupling: the failure of “rational systems” program implementation. Educational Evaluation and Policy Analysis, 5(4), 399-413.
• Selznick, P. (1949). TVA and the grassroots: A study in the sociology of formal organziations. New York: Harper Torchbooks.
• Selznick, P. (1957). Leadership in admiistration: A sociological interpretation. Berkeley: Univeristy of California.
• Selznick, P. (1996). Institutionalism “Old” and “New”. Administrative Science Quarterly, 41(2), 270-277.
• Sotiriadou, P., & Wicker, P. (2013). Community sports clubs’ responses to institutional and resource dependence pressures for government grants. Annals of Leisure Research, 16(4), 297-314.
• Stake, R. (2010). Qualitative research: Studiyng how things work. New York: The Guilford Press.
• Suchman, M. C., (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3), 571-610.
• Taylor, D., & Oylan, L. (2008). Environmental reporting by city goverments in Australia: Influences of isomorphism, decopuling and management dominant logic. Muhasebe Bilim Dünaysı Dergisi, The World of Accounting Science (3), s. 7-23.
• Tayşir, E. A., & Anıl. İ. (2011). Kurumsal baskılara verilen örgütsel yanıtlarda kritik karar alıcıların tehdit fırsat algısının rolü: İMKB’ de işlem gören bankaların kurumsal yönetim ilkeleri karşısındaki davranışları üzerinden bir değerlendirme. (The role of the key decision makers’ threat-opportunity perception on organizational responses to institutional pressures: An evaluation through the corporate governance behaviors of publicly owned turkish banks). Yönetim Araştırmaları Dergisi, 11(1-2), 79-110.
• Tenhiala, A., & Vuori, T. (2012). Decoupling compensation practices from human resource management. International Studies of Management and Organization, 42(1), 7-23.
• Tolbert, P. S., & Zucker, L. G. (1983). Institutional sources of change in the formal structure of organizations: The diffisuon of civil reform 1880-1935. Administrative Science Quarterly, 28, 22-39.
• Transportation Research Board, (2009). ACRP report 1: Safety management system for airports. 2. Washington, D. C.
• Ünlüer, S. (2010). Engelliler Entegre Yüksekokulu’ndaki bilgi ve iletişim teknolojileri entegrasyonu sürecinin incelenmesi (Examining the process of information and communication technologies integration at the school for the handicapped). Doctoral dissertation thesis, Anadolu University Graduate School of Educational Sciences, Eskişehir, Turkey.
• Vandeskog, B. (2015). The legitimacy of safety management systems in the minds of Norwegian seafarers. The International Journal on Marine Navigaiton and Safety of Sea Transportation, 9(1), 101-106.
• Vermeulen, P., Buch, R., & Greenwood, R. (2007). The impact of governmental policies in institutional fields: The case of innovation in the dutch concrete industry. Organization Studies, 28 (4), 515-540. http://oss.sagepub.com/content/28/4/515.refs?patientinform- links=yes&legid=sposs;28/4/515
• Westphal, D. J., & Zajac, J. E. (2001). Decoupling policy from practice: The case of stock repurchase programs. Administrative Science Quarterly, 46(202), 202-228.1
• Westphal, J., Gulati, R., & Shortell, S. M. (1997). Customization or conformity? An institutional and network perspective on the content and consequences of TQM adoption. Administrative Science Quarterly, 42(2), 366-394. https://www.researchgate.net/ publication/200552327_Customization_or_Conformity_An_Institutional_Perspective_ on_the_Content_and_Consequences_of_TQM_Adoption
• Yıldırım, A., & Şimşek, H. (2011). Sosyal bilimlerde nitel araştırma yöntemleri. (Qualitative research methods in social sciences) Ankara: Seçkin Yayıncılık.
• Zajac, E., & Fiss, C. P. (2006). The symbolic management of strategics change: Sensegiving via framing and decoupling. Academy of Management Journal, 49(6), 1173-1193.