STRATEJİ UYGULAMA TARZLARI VE KAMU KURUMLARINDA PERFORMANS: SİSTEMATİK BİR İNCELEME

Year 2022, Volume: 3 Issue: 1, 101 - 125, 31.03.2022

Elif Genç Tetik

Abstract

Stratejik yönetim hem akademik çevrelerde hem de faal özel sektör ve kamu sektörlerinde örgütsel etkinliğin artırılması için önemli bir araç olarak görülmektedir. Çalışmaların büyük çoğunluğu stratejik planlama ve formülasyon aşamalarına odaklanmakta, bununla birlikte, strateji uygulama aşaması hakkında literatürde daha az araştırma bulunmaktadır. Ayrıca, strateji uygulaması ile ilgili çalışmalar genel yönetim literatürü içinde büyük ölçüde dağınıkken, kamu sektöründeki strateji uygulama literatürü genele oranla daha da sınırlıdır. Stratejik yönetim araştırmalarında yaygın olarak 'kayıp halka' olarak kabul edilen strateji uygulamasına odaklanmak, genel strateji süreci ile kurumsal performans arasındaki bağlantı hakkındaki ilişkiyi anlamamıza yardımcı olabilir. Bu nedenle, kamuda stratejik yönetimin doğasını ve önemini kavramak için stratejinin içeriği ile örgütsel strateji sürecini -içerik, formülasyon ve uygulama- içeren bir çerçeve önerilmiş ve kavramsallaştırılmıştır. Makale, rasyonel ve artımlı uygulama olmak üzere iki farklı uygulama stilinin, örgütsel performans ile olan ilişkisini ampirik çalışmaları sistematik olarak gözden geçirerek inceleyecektir. Teorik çıkarımlara makale boyunca yer verilecektir.

Keywords

Strateji uygulama, Rasyonel Uygulama Modeli, Kademeli Uygulama Modeli, Kamu Sektöründe Performans, Sistematik İnceleme

IMPLEMENTATION TYPES OF STRATEGIES AND THE PERFORMANCE OF PUBLIC ORGANIZATIONS: A SYSTEMATIC REVIEW

Abstract

Strategic management is considered as one of the primary instruments for enhancing performance within both academic literature and the business and public sectors in service. The overwhelming majority of research draw attention on the strategic planning and formulation stages, while the related literature about strategy implementation phase is rather scarce. What’s more, the studies on strategy implementation are highly divided and dispersed in generic management literature, on the other hand, the literature on strategy implementation is particularly limited in the public sector. Concentrating on strategy implementation, largely seen as the ‘missing link’ in the cycle of strategic management, could enable to broaden our understanding of the relationship between organizational performance and the entire strategy process. Therefore, to comprehend the nature of public service strategy implementation, a framework is suggested and conceptualized comprising strategy content and the organizational strategy process -formulation, and implementation-. The paper systematically reviews the empirical research for the relationships between two types of strategy implementation, namely rational and incremental implementation, and organizational performance. Theoretical implications will be addressed throughout the paper.

Keywords

Strategy Implementation, Rational Implementation Style, Incremental Implementation Style, Public Sector Performance, Systematic Review

References

• Andrews, R., Boyne, G. A., Law, J. ve Walker, R. M. (2011). Strategy implementation and public service performance. Administrative Society, 43(6), 643-671.
• Ansoff, H. I. (1991). Critique of Henry Mintzberg’s the “design school”: Reconsidering the basic premises of strategic management. Strategic Management Journal, 12, 449-461.
• Bailey, A., Johnson, G. ve Daniels, K. (2000). Validation of a multi- dimensional measure of strategy development processes. British Journal of Management, 11, 152-162.
• Barzeley, M. ve Campbell, C. (2003). Preparing for the future: Strategic management in government. Washington DC: The Brookings Institutions.
• Berry, F. S. (1994). Innovation in public management: The adoption of strategic planning. Public Administration Review, 54(4), 322-330.
• Bourgeois, L. J. ve Brodwin, D. R. (1984). Strategic implementation: Five approaches to an elusive phenomenon. Strategic Management Journal, 5, 241-264.
• Boyne, G. A. ve Walker, R. M. (2004). Strategy content and public service organizations. Journal of Public Administration Research and Theory, 14(2), 231-252.
• Boyne, G. A., Gould-Williams, J., Law, J. ve Walker, R. M. (2004). Problems of rational planning in public organizations: An empirical assessment of the conventional wisdom. Administration and Society, 36(3), 328-350.
• Bryson, J. M. ve Bromiley, P. (1993). Critical factors affecting the planning and implementation of major projects. Strategic Management Journal, 14319-14337.
• Bryson, J. M., Berry, F. S. ve Yang, K. (2010). The state of public strategic management research: A selective literature review and set of future directions, American Review of Public Administration, 40, 495-521.
• Carr, C. ve Harris, S. (2004). The impact of diverse national values on strategic investment decisions in the context of globalization. International Journal of Cross Cultural Management, 4(1), 77-99.
• Cespedes, F. V. ve Piercy, N. F. (1996). Implementing marketing strategy. Journal of Marketing Management, 12(1-3), 135-160.
• Dawson, P. (1994). Organizational change: A processual approach. London: Paul Chapman Publishing.
• Ferlie, E. ve Ongaro, E. (2015). Strategic management in public services organizations: Concepts, schools, and contemporary issues. London: Routledge.
• Fernandez, S. ve Rainey, H. G. (2006). Managing successful organizational change in the public sector’. Public Administration Review, 66(2), 168-176.
• George, B., Desmidt, S., Cools, E. ve Prinzie, A. (2017). Cognitive styles, user acceptance and commitment to strategic plans in public organizations: an empirical analysis’. Public Management Review, 1-20.
• Gough, D., Oliver, S. ve Thomas, J. (2017). An introduction to systematic reviews (2nd ed.). London: Sage.
• Griffin, R. W. (2013). Management. USA: Cegage Learning.
• Hambrick, D. C. ve Cannella, A. A. (1989). Strategy implementation as substance and selling’. Academy of Management Executive, 3, 278-285.
• Hart, S. (1992). An integrative framework for strategy making processes. Academy Management Review, 17, 327-351. Hart, S. ve Banbury. C. (1994). How strategy processes can make a difference. Strategic Management Journal, 11(5), 365-383.
• Hickson, D. J., Miller, S. C. ve Wilson, D. C. (2003). Planned or prioritized? Two options in managing the implementation of strategic decisions. Journal of Management Studies, 40, 1803-1836.
• Hill, W. L. C. ve Jones, R. G. (2008). Essentials of strategic management (3rd ed.). USA: Cengage Learning Custom Publishing.
• Hood, C. (1976). The limits of administration. London: John Wiley and Sons.
• Hrebiniak, L. G. ve Joyce, W. F. (1984). Implementing strategy. New York: Macmillan.
• Hughes, O. (1998). Public management and administration: An introduction. USA: Macmillan Press.
• Jenkins, A., Breen, R., Lindsay, R. ve Brew, A. (2003). Re-Shaping higher education: linking teaching and research. London: Routledge Falmer.
• Johnson, G., Scholes, K. ve Whittington, R. (2001). Exploring corporate strategy (7th ed.). Harlow: Prentice Hall.
• Joyce, P. (1999). Strategic management for the public services. USA: Open University Press.
• Joyce, P. ve Drumaux, A. (2014). Strategic management in public organizations: European practices and perspectives. New York: Routledge.
• Kearns, K. P. (2000). Private sector strategies for social sector success: The guide to strategy and planning for public and non-profit organizations. USA: Jossey-Bass.
• Lindblom, C. E. (1959). The science of ‘muddling through’. Public Administration Review, 19, 79–88.
• Mazmanian, D. ve Sabatier, P. A. (1983). Implementation and public policy. Glenview, Scott Foresman.
• Miller, A. ve Dess, G. G. (1993). Assessing Porter’s (1980) model in terms of its generalizability, accuracy and simplicity. Journal of Management Studies, 30(4), 553-585.
• Miller, S. (1997). Implementing strategic decisions: Four key success factors. Organization Studies, 18, 577-602.
• Mintzberg, H. (1994). The rise and fall of strategic planning: reconceiving roles for planning, plans, planners. New York: The Free Press.
• Mintzberg, H., Ahlstrand, B. W. ve Lample, J. (1998). Strategy safari a guided tour through the wilds of strategic management. New York: The Free Press.
• Noble, C. H. ve Mokwa, M. P. (1999). Implementing marketing strategies: Developing and testing a managerial theory. Journal of Marketing, 63, 57-73.
• Nutt, P. C. (1987). Identifying and appraising how managers install strategy. Strategic Management Journal, 81-104.
• Nutt, P. C. (1999). Surprising but true: Half of the decisions in organizations fail. Academy of Management Executive, 13(4), 75-90.
• Okumus, F. (2001). Towards a strategy implementation framework. International Journal of Contemporary Hospitality Management, 13(7), 327-338.
• O’Toole, L. J. (2000). Research on policy implementation: Assessment and prospects. Journal of Public Administration Research and Theory, 10(2), 263-288.
• Osborne, S. (2006). The new public governance?. Public Management Review, 8(3), 377- 387.
• Parsa, H. G. (1999). Interaction of strategy implementation and power perceptions in franchise systems: An empirical investigation. Journal of Business Research, 45, 173-185.
• Pettigrew, A. (1987). Context and action in the transformation of the firm. Journal of Management Studies, 24(6), 649-670.
• Pettigrew, A. M. (1988). The management of strategic change. Oxford: Blackwell.
• Poister T. H. ve Van Slyke D. M. (2001). Managing change in state departments of transportation. Nchrp Web Document 39, Retrieved from: http://onlinepubs.trb.org/onlinepubs/nchrp/nchrp_w39-1.pdf
• Poister, T. H. ve Straib, G. (2005). Elements of strategic planning and management in municipal government: Status after two decades. Public Administration Review, 65(1), 45-56.
• Poister, T. H., Pitts, D. W. ve Edwards, L. H. (2010). Strategic management research: A review. American Review of Public Administration, 40, 522-545.
• Pollitt, C., Thiel, S. V. ve Homburg, V. (eds.) (2007). New public management in Europe: Adaptations and alternatives. Basingstoke: Palgrave Macmillan.
• Pollitt, C. ve Bouckaert, G. (2011). Public management reform: A comparative analysis, new public management, governance, and the neo-Weberian state. Oxford: Oxford University Press.
• Pressman, J. L. ve Wildavsky, A. B. (1984). Implementation (3rd ed.). Berkley, Ca: University of California Press.
• Quaye, I., Osei, A., Sarbah, A. ve Abrokwah, E. (2015). The Applicability of the Learning School Model of Strategy Formulation (Strategy Formulation as an Emergent Process). Open Journal of Business and Management, 3, 135-154.
• Quinn, J. B. (1978). Strategic change: Logical incrementalism. Sloan Management Review, 20, 7-21.
• Sabatier, P. (1986). Top-Down and bottom-up approaches to implementation research: A critical analysis and suggested synthesis. Journal of Public Policy, 6(1), 21-48.
• Sabatier, P. A. (2007). The need for better theories, In: P. A. Sabatier (Ed), Theories of the Policy Process (pp. 3-17). Boulder CO, Westview Press.
• Schaap, J. I. (2006). Toward strategy implementation success: an empirical study of the role of senior-level leaders in the Nevada gaming industry. Unlv Gaming Research and Review Journal, 10(2), 13-37.
• Schaap, J. I. (2012). Strategy implementations: Can organizations attain outstanding performance?. Strategic Management Review, 6(1), 98-121.
• Skivington, J. E. ve Daft, R. L. (1991). A study of organizational framework and process modalities for the implementation of business-level strategic decisions. Journal of Management Studies, 28, 46-68.
• Smith, T. B. (1973). The policy implementation process, Policy Sciences, 4, 197-209.
• Steward, J. ve Kringas, P. (2003). Change management-strategy and values in six agencies from the Australian public service. Public Administration Review, 63, 675-88.
• The Campbell Collaboration. Archived from the original. Retrieved from: https://web.archive.org/web/20140203232624/http://www.campbellcollaboration.org/about_ us/index.php
• Thompson, J. R. (2000). The Reinvention laboratories. Strategic change by indirection. The Academic Review of Public Administration, 30, 46-68.
• Thorpe, E. ve Morgan, R. (2007). In pursuit of the ideal approach: To successful marketing strategy implementation, European Journal of Marketing, 41, 659-677.
• Van De Ven, A. H. (1980). Early planning, implementation and performance of new organizations, In R. J. Kimberly., and R. H. Miles., and Associates (Eds). The organizations life cycles: Issues in the creation, transformation and decline of organizations (pp. 208 - 290). Jossey-Bass: San Francisco.
• Victor, L. (2008). Systematic reviewing. Social Research Update, 54, Summer.
• Walker, R. M., Andrews, R., Boyne, G. A., Meier, K. J. ve O’Toole, Jr. L. J. (2010). Wakeup call: Strategic management, network alarms, and performance, Public Administration Review, 70(5), 731-741.
• Walker, R. M. ve Andrews, R. (2015). Local government management and performance: A review of evidence, Journal of Public Administration Research and Theory, 25(1), 101-133.
• Wheelan, T. L. ve Hunger, D. J. (2002). Strategic management and business policy. USA: Prentice Hall.
• White, J. C., Conant, J. S. ve Echambadi, R. (2003). Marketing strategy development styles, implementation capability and firm performance: Investigating the curvilinear impact of multiple strategy making styles. Marketing Letters, 14(2), 111-124.
• Woodside, A. G., Sullivan, D. P. ve Trappey, R. J. (1999). Assessing relationships among strategic types, Distinctive marketing competencies, and organizational performance. Journal of Business Research, 45, 135-146.