Research Article
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YÖNETİCİLERİN İŞLETME ENFORMASYON İHTİYAÇLARI İÇİN TERCİH ETTİKLERİ KAYNAKLAR

Year 2019, Volume: 6 Issue: 3, 885 - 899, 31.12.2019
https://doi.org/10.30798/makuiibf.570175

Abstract

Çalışmanın amacı işletme yöneticilerinin
enformasyon ihtiyaçları ile bu ihtiyaçlarını giderecekleri enformasyon
kaynaklarını nasıl ilişkilendirdiklerini ortaya çıkarmaktır. Bu soruya cevap
oluşturmak için çeşitli sektörlerde faaliyet gösteren toplam 327 işletme
yöneticisi ile yüz yüze görüşmeler yapılmıştır. Enformasyon kaynakları kişisel
ve kişisel olmayan ile içsel ve dışsal boyutlarda içerik analizi kullanılarak
kodlanmıştır. Elde edilen sonuçlara göre yöneticilerin kişisel olmayan
enformasyon kaynaklarını daha çok tercih ettikleri ortaya çıkmıştır. Buna göre,
sürdürülebilirlik ve rekabetçilik sorunları ile karşı karşıya kalan yöneticiler
kişisel ve içsel enformasyona, büyüme ve yenilik sorunları ile karşı karşıya
kalan yöneticiler ise kişisel olmayan ve dışsal enformasyona yönelmektedirler.
Karlılık sorununda ise yöneticiler kişisel olmayan ve içsel enformasyona
başvurmaktadırlar. Bulgular stratejik yönetim ve çevre tarama literatürünün
yanında uygulayıcılara da katkı sağlamayı hedeflemektedir. Araştırma sonuçları
yöneticilerin enformasyon ihtiyaçlarını daha odaklı tanımlama ve bu
ihtiyaçlarını daha etkili giderme konusunda yol gösterici olabilecektir.

References

  • AGARWAL, R., & AUDRETSCH, D. B. (2001). Does entry size matter? The impact of the life cycle and technology on firm survival. The Journal of Industrial Economics, 49(1), 21-43.
  • AGUILAR, F. J. (1967). Scanning the business environment. New York: Macmillan.
  • ANSOFF, I. H. (1965). Corporate strategy: An analytic approach to business policy for growth and expansion. NY: McGraw-Hill Companies.
  • AZZONE, G., & BERTELÈ, U. (1994). Exploiting green strategies for competitive advantage. Long Range Planning, 27(6), 69-81.
  • BALDWIN, J. R., & RAFIQUZZAMAN, M. (1995). Selection versus evolutionary adaptation: Learning and post-entry performance. International Journal of Industrial Organization, 13(4), 501-522.
  • BARRON, A., HULTÉN, P., & VANYUSHYN, V. (2015). Country-of-origin effects on managers' environmental scanning behaviours: Evidence from the political crisis in the Eurozone. Environment and Planning C: Government and Policy, 33(3), 601-619.
  • BAUM, J. R., & LOCKE, E. A. (2004). The relationship of entrepreneurial traits, skill, and motivation to subsequent venture growth. Journal of Applied Psychology, 89(4), 587-598.
  • BERMAN, S. L., DOWN, J., & HILL, C. W. (2002). Tacit knowledge as a source of competitive advantage in the National Basketball Association. Academy of Management Journal, 45(1), 13-31.
  • BOERI, T., & CRAMER, U. (1992). Employment growth, incumbents and entrants: Evidence from Germany. International Journal of Industrial Organization, 10(4), 545-565.
  • CHOO, C. W. (1999). The Art of Scanning the Environment. Bulletin of the American Society for Information Science, 21-24.
  • CHOO, C. W. (2002). Information management for the intelligent organization: The art of scanning the environment. Medford, NJ: Information Today.
  • COX, T. H., & BLAKE, S. (1991). Managing cultural diversity: Implications for organizational competitiveness. Academy of Management Perspectives, 5(3), 45-56.
  • CRESWELL, J. W. (2014). A concise introduction to mixed methods research. Sage Publications.
  • CULNAN, M. J. (1983). Environmental scanning: The effects of task complexity and source accessibility on information gathering behavior. Decision Sciences, 14(2), 194-206.
  • DAFT, R. L., & WEICK, K. E. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9(2), 284-295.
  • DAILY, B. F., & HUANG, S. C. (2001). Achieving sustainability through attention to human resource factors in environmental management. International Journal of Operations & Production Management, 21(12), 1539-1552.
  • DAVIDSSON, P., & DELMAR, F. (1997). High-growth firms: characteristics, job contribution and method observations. RENT XI Conference. Mannheim, Germany.
  • DAVIDSSON, P., & DELMAR, F. (2006). High-growth firms and their contribution to employment: The case of Sweden 1987–96. In P. Davidsson, F. Delmar, & J. Wiklund, Entrepreneurship and the Growth of Firms (p. 156-178). Cheltenham: Edward Elgar.
  • DESS, G. G., & BEARD, D. W. (1984). Dimensions of organizational task environments. Administrative Science Quarterly, 29, 52-73.
  • DU TOIT, A. S. (2016). Using environmental scanning to collect strategic information: A South African survey. International Journal of Information Management, 36(1), 16-24.
  • DUNPHY, D. (2003). Corporate sustainability: Challenge to managerial orthodoxies. Journal of Management and Organization, 9(1), 2-11.
  • DYLLICK, T., & HOCKERTS, K. (2002). Beyond the business case for corporate sustainability. Business Strategy and the Environment, 11(2), 130-141.
  • FLANAGAN, R., JEWELL, C., ERICSSON, S., & HENRICSSON, P. (2005). Measuring construction competitiveness in selected countries. Berkshire: Innovative Construction Research Centre, University of Reading.
  • GEROSKI, P. A. (1995). What do we know about entry? International Journal of Industrial Organization, 13(4), 421-440.
  • GOPALAKRISHNAN, S., & DAMANPOUR, F. (2000). The impact of organizational context on innovation adoption in commercial banks. IEEE Transactions on Engineering Management, 47(1), 14-25.
  • HAMBRICK, C. D. (1981). Specialization of environmental scanning activities among upper level executives. Journal of Management Studies, 18, 299-320.
  • HOWARD-GRENVILLE, J. A. (2006). Inside the “black box” how organizational culture and subcultures inform interpretations and actions on environmental issues. Organization & Environment, 19(1), 46-73.
  • HOY, F., MCDOUGALL, P. P., & DSOUZA, D. E. (1992). Strategies and environments of high growth firms. The State of the Art of Entrepreneurship, 1, 341-357.
  • HULT, G. T., HURLEY, R. F., & KNIGHT, G. A. (2004). Innovativeness: Its antecedents and impact on business performance. Industrial Marketing Management, 33(5), 429-438.
  • HUNT, C. B., & AUSTER, E. R. (1990). Proactive environmental management: avoiding the toxic trap. MIT Sloan Management Review, 31(2), 7-18.
  • JOVANOVIC, B. (1982). Selection and the Evolution of Industry. Econometrica: Journal of the Econometric Society, 50(3), 649-670.
  • KOBRIN, S. J., BASEK, J., BLANK, S., & LA PALOMBARA, J. (1980). The assessment and evaluation of noneconomic environments by American firms: a preliminary report. Journal of International Business Studies, 11(1), 32-47.
  • KOURTELI, L. (2000). Scanning the Business Environment: Some Conceptual Issues. Benchmarking: An International Journal, 7(5), 406-413.
  • KRIPPENDORFF, K. (2004). Content analysis: An introduction to its methodology (2nd ed.). California: Sage.
  • KUMAR, S., & SWAMINATHAN, J. M. (2003). Diffusion of innovations under supply constraints. Operations Research, 51(6), 866-879.
  • LESTER, R., & WATERS, J. (1989). Environmental scanning and business strategy. British Library. London: Research and Development Department.
  • LINNENLUECKE, M. K., & GRIFFITHS, A. (2010). Corporate sustainability and organizational culture. Journal of World Business, 45(4), 357-366.
  • LUCAS, R. E. (1978). On the size distribution of business firms. Bell Journal of Economics, 9, 508-523.
  • LUI, D. R., SHIH, M. J., LIAU, C. J., & LAI, C. H. (2009). Mining the change of event trends for decision support in environmental scanning. Expert Systems with Applications, 36(1-2), 972-984.
  • MAIER, J. L., RAINER, K. R., & SNYDER, C. A. (1997). Environmental scanning for information technology: An empirical investigation. Journal of Management Information Systems, 14(2), 177-200.
  • MAIER, L. J. (1992). Environmental scanning for information technology: An investigation of how firms assess the information technology component of the external business environment. Michigan: UMI Dissertation Services.
  • MALECKI, E. (2004). Jockeying for position: What it means and why it matters to regional development policy when places compete. Regional Studies, 38(9), 1101-1120.
  • O’CONNELL, J. J., & ZIMMERMAN, J. W. (1979). Scanning the international environment. California Management Review, 22(2), 15-23.
  • PORTER, M. E. (1998a). Clusters and competition: New agendas for companies, governments, and institutions. Harvard Business School Working Paper. No. 98-080.PORTER, M. E. (1998b). Clusters and the new economics of competition. Harvard Business Review, 76(6), 77-90.
  • SANTARELLI, E., & VIVARELLI, M. (2007). Entrepreneurship and the process of firms’ entry, survival and growth. Industrial and Corporate Change, 16(3), 455-488.
  • SHARMA, S., & RUUD, A. (2003). On the path to sustainability: Integrating social dimensions into the research and practice of environmental management. Business Strategy and the Environment, 12(4), 205-214.
  • SMELTZER, L. R., FANN, G. L., & NIKOLAISEN, V. N. (1988). Environmental scanning practices in small business. Journal of Small Business Management, 26(3), 55.
  • SNYDER, N. H. (1981). Environmental volatility, scanning intensity and organization performance. Journal of Contemporary Business, 10(2), 5-17.
  • STEYN, B., & PUTH, G. (2000). Corporate communication strategy. Sandton: Heinemann.
  • STRAUSS, A., & CORBIN, J. (1990). Basics of qualitative research: Grounded theory procedures and techniques. Thousand Oaks, CA, US: Sage Publications.
  • SUTTON, J. (1997). Gibrat’s legacy. Journal of Economic Literature, 35(1), 40–59.
  • TERPSTRA, D. E., & ROZELL, E. J. (1994). The relationship of goal setting to organizational profitability. Group & Organization Management, 19(3), 285-294.
  • TERPSTRA, D. E., & ROZELL, E. J. (1997). Sources of human resource information and the link to organizational profitability. The Journal of Applied Behavioral Science, 33(1), 66-83.
  • TONN, B. E. (2008). A methodology for organizing and quantifying the results of environmental scanning exercises. Technological Forecasting & Social Change, 75(5), 595-609.
  • ULRICH, D., & LAKE, D. (1991). Organizational capability: Creating competitive advantage. Academy of Management Perspectives, 5(1), 77-92.
  • WCED, S. (1987). World commission on environment and development. Our common future.
  • WEINZIMMER, L. G., NYSTROM, P. C., & FREEMAN, S. J. (1998). Measuring organizational growth: Issues, consequences and guidelines. Journal of Management, 24(2), 235-262.
  • WILKINSON, A., HILL, M., & GOLLAN, P. (2001). The sustainability debate. International Journal of Operations & Production Management, 21(12), 1492-1502.
  • WILLIAMSON, O. E. (1975). Markets and hierarchies. New York.

SOURCES THAT MANAGERS PREFER FOR BUSINESS INFORMATION NEEDS

Year 2019, Volume: 6 Issue: 3, 885 - 899, 31.12.2019
https://doi.org/10.30798/makuiibf.570175

Abstract

This study aims to reveal how business managers
associate their information needs and the information sources to meet these
needs. In order to answer this question, face-to-face interviews were carried
out with a total of 327 business managers working in various sectors.
Information sources are encoded by using content analysis with personal and
non-personal, internal and external dimensions. Results obtained have shown
that managers mainly prefer non-personal information sources. Accordingly,
business managers who face problems of sustainability and competitiveness seek
personal and internal information while those who face problems of growth and
innovation seek non-personal and external information. As for the problem
profitability, managers refer to non-personal and internal information. The
findings aim to contribute to strategic management and environmental scanning
literature as well as to implementers. The research results might be guiding
for identifying the information needs of managers in a more focused way and
meeting this need more efficiently.

References

  • AGARWAL, R., & AUDRETSCH, D. B. (2001). Does entry size matter? The impact of the life cycle and technology on firm survival. The Journal of Industrial Economics, 49(1), 21-43.
  • AGUILAR, F. J. (1967). Scanning the business environment. New York: Macmillan.
  • ANSOFF, I. H. (1965). Corporate strategy: An analytic approach to business policy for growth and expansion. NY: McGraw-Hill Companies.
  • AZZONE, G., & BERTELÈ, U. (1994). Exploiting green strategies for competitive advantage. Long Range Planning, 27(6), 69-81.
  • BALDWIN, J. R., & RAFIQUZZAMAN, M. (1995). Selection versus evolutionary adaptation: Learning and post-entry performance. International Journal of Industrial Organization, 13(4), 501-522.
  • BARRON, A., HULTÉN, P., & VANYUSHYN, V. (2015). Country-of-origin effects on managers' environmental scanning behaviours: Evidence from the political crisis in the Eurozone. Environment and Planning C: Government and Policy, 33(3), 601-619.
  • BAUM, J. R., & LOCKE, E. A. (2004). The relationship of entrepreneurial traits, skill, and motivation to subsequent venture growth. Journal of Applied Psychology, 89(4), 587-598.
  • BERMAN, S. L., DOWN, J., & HILL, C. W. (2002). Tacit knowledge as a source of competitive advantage in the National Basketball Association. Academy of Management Journal, 45(1), 13-31.
  • BOERI, T., & CRAMER, U. (1992). Employment growth, incumbents and entrants: Evidence from Germany. International Journal of Industrial Organization, 10(4), 545-565.
  • CHOO, C. W. (1999). The Art of Scanning the Environment. Bulletin of the American Society for Information Science, 21-24.
  • CHOO, C. W. (2002). Information management for the intelligent organization: The art of scanning the environment. Medford, NJ: Information Today.
  • COX, T. H., & BLAKE, S. (1991). Managing cultural diversity: Implications for organizational competitiveness. Academy of Management Perspectives, 5(3), 45-56.
  • CRESWELL, J. W. (2014). A concise introduction to mixed methods research. Sage Publications.
  • CULNAN, M. J. (1983). Environmental scanning: The effects of task complexity and source accessibility on information gathering behavior. Decision Sciences, 14(2), 194-206.
  • DAFT, R. L., & WEICK, K. E. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9(2), 284-295.
  • DAILY, B. F., & HUANG, S. C. (2001). Achieving sustainability through attention to human resource factors in environmental management. International Journal of Operations & Production Management, 21(12), 1539-1552.
  • DAVIDSSON, P., & DELMAR, F. (1997). High-growth firms: characteristics, job contribution and method observations. RENT XI Conference. Mannheim, Germany.
  • DAVIDSSON, P., & DELMAR, F. (2006). High-growth firms and their contribution to employment: The case of Sweden 1987–96. In P. Davidsson, F. Delmar, & J. Wiklund, Entrepreneurship and the Growth of Firms (p. 156-178). Cheltenham: Edward Elgar.
  • DESS, G. G., & BEARD, D. W. (1984). Dimensions of organizational task environments. Administrative Science Quarterly, 29, 52-73.
  • DU TOIT, A. S. (2016). Using environmental scanning to collect strategic information: A South African survey. International Journal of Information Management, 36(1), 16-24.
  • DUNPHY, D. (2003). Corporate sustainability: Challenge to managerial orthodoxies. Journal of Management and Organization, 9(1), 2-11.
  • DYLLICK, T., & HOCKERTS, K. (2002). Beyond the business case for corporate sustainability. Business Strategy and the Environment, 11(2), 130-141.
  • FLANAGAN, R., JEWELL, C., ERICSSON, S., & HENRICSSON, P. (2005). Measuring construction competitiveness in selected countries. Berkshire: Innovative Construction Research Centre, University of Reading.
  • GEROSKI, P. A. (1995). What do we know about entry? International Journal of Industrial Organization, 13(4), 421-440.
  • GOPALAKRISHNAN, S., & DAMANPOUR, F. (2000). The impact of organizational context on innovation adoption in commercial banks. IEEE Transactions on Engineering Management, 47(1), 14-25.
  • HAMBRICK, C. D. (1981). Specialization of environmental scanning activities among upper level executives. Journal of Management Studies, 18, 299-320.
  • HOWARD-GRENVILLE, J. A. (2006). Inside the “black box” how organizational culture and subcultures inform interpretations and actions on environmental issues. Organization & Environment, 19(1), 46-73.
  • HOY, F., MCDOUGALL, P. P., & DSOUZA, D. E. (1992). Strategies and environments of high growth firms. The State of the Art of Entrepreneurship, 1, 341-357.
  • HULT, G. T., HURLEY, R. F., & KNIGHT, G. A. (2004). Innovativeness: Its antecedents and impact on business performance. Industrial Marketing Management, 33(5), 429-438.
  • HUNT, C. B., & AUSTER, E. R. (1990). Proactive environmental management: avoiding the toxic trap. MIT Sloan Management Review, 31(2), 7-18.
  • JOVANOVIC, B. (1982). Selection and the Evolution of Industry. Econometrica: Journal of the Econometric Society, 50(3), 649-670.
  • KOBRIN, S. J., BASEK, J., BLANK, S., & LA PALOMBARA, J. (1980). The assessment and evaluation of noneconomic environments by American firms: a preliminary report. Journal of International Business Studies, 11(1), 32-47.
  • KOURTELI, L. (2000). Scanning the Business Environment: Some Conceptual Issues. Benchmarking: An International Journal, 7(5), 406-413.
  • KRIPPENDORFF, K. (2004). Content analysis: An introduction to its methodology (2nd ed.). California: Sage.
  • KUMAR, S., & SWAMINATHAN, J. M. (2003). Diffusion of innovations under supply constraints. Operations Research, 51(6), 866-879.
  • LESTER, R., & WATERS, J. (1989). Environmental scanning and business strategy. British Library. London: Research and Development Department.
  • LINNENLUECKE, M. K., & GRIFFITHS, A. (2010). Corporate sustainability and organizational culture. Journal of World Business, 45(4), 357-366.
  • LUCAS, R. E. (1978). On the size distribution of business firms. Bell Journal of Economics, 9, 508-523.
  • LUI, D. R., SHIH, M. J., LIAU, C. J., & LAI, C. H. (2009). Mining the change of event trends for decision support in environmental scanning. Expert Systems with Applications, 36(1-2), 972-984.
  • MAIER, J. L., RAINER, K. R., & SNYDER, C. A. (1997). Environmental scanning for information technology: An empirical investigation. Journal of Management Information Systems, 14(2), 177-200.
  • MAIER, L. J. (1992). Environmental scanning for information technology: An investigation of how firms assess the information technology component of the external business environment. Michigan: UMI Dissertation Services.
  • MALECKI, E. (2004). Jockeying for position: What it means and why it matters to regional development policy when places compete. Regional Studies, 38(9), 1101-1120.
  • O’CONNELL, J. J., & ZIMMERMAN, J. W. (1979). Scanning the international environment. California Management Review, 22(2), 15-23.
  • PORTER, M. E. (1998a). Clusters and competition: New agendas for companies, governments, and institutions. Harvard Business School Working Paper. No. 98-080.PORTER, M. E. (1998b). Clusters and the new economics of competition. Harvard Business Review, 76(6), 77-90.
  • SANTARELLI, E., & VIVARELLI, M. (2007). Entrepreneurship and the process of firms’ entry, survival and growth. Industrial and Corporate Change, 16(3), 455-488.
  • SHARMA, S., & RUUD, A. (2003). On the path to sustainability: Integrating social dimensions into the research and practice of environmental management. Business Strategy and the Environment, 12(4), 205-214.
  • SMELTZER, L. R., FANN, G. L., & NIKOLAISEN, V. N. (1988). Environmental scanning practices in small business. Journal of Small Business Management, 26(3), 55.
  • SNYDER, N. H. (1981). Environmental volatility, scanning intensity and organization performance. Journal of Contemporary Business, 10(2), 5-17.
  • STEYN, B., & PUTH, G. (2000). Corporate communication strategy. Sandton: Heinemann.
  • STRAUSS, A., & CORBIN, J. (1990). Basics of qualitative research: Grounded theory procedures and techniques. Thousand Oaks, CA, US: Sage Publications.
  • SUTTON, J. (1997). Gibrat’s legacy. Journal of Economic Literature, 35(1), 40–59.
  • TERPSTRA, D. E., & ROZELL, E. J. (1994). The relationship of goal setting to organizational profitability. Group & Organization Management, 19(3), 285-294.
  • TERPSTRA, D. E., & ROZELL, E. J. (1997). Sources of human resource information and the link to organizational profitability. The Journal of Applied Behavioral Science, 33(1), 66-83.
  • TONN, B. E. (2008). A methodology for organizing and quantifying the results of environmental scanning exercises. Technological Forecasting & Social Change, 75(5), 595-609.
  • ULRICH, D., & LAKE, D. (1991). Organizational capability: Creating competitive advantage. Academy of Management Perspectives, 5(1), 77-92.
  • WCED, S. (1987). World commission on environment and development. Our common future.
  • WEINZIMMER, L. G., NYSTROM, P. C., & FREEMAN, S. J. (1998). Measuring organizational growth: Issues, consequences and guidelines. Journal of Management, 24(2), 235-262.
  • WILKINSON, A., HILL, M., & GOLLAN, P. (2001). The sustainability debate. International Journal of Operations & Production Management, 21(12), 1492-1502.
  • WILLIAMSON, O. E. (1975). Markets and hierarchies. New York.
There are 59 citations in total.

Details

Primary Language English
Journal Section Research Articles
Authors

Çiğdem Baskıcı 0000-0003-0712-1481

Publication Date December 31, 2019
Submission Date May 25, 2019
Published in Issue Year 2019 Volume: 6 Issue: 3

Cite

APA Baskıcı, Ç. (2019). SOURCES THAT MANAGERS PREFER FOR BUSINESS INFORMATION NEEDS. Journal of Mehmet Akif Ersoy University Economics and Administrative Sciences Faculty, 6(3), 885-899. https://doi.org/10.30798/makuiibf.570175