A RESEARCH ON THE RELATIONSHIP OF PERCEIVED MANAGERS AUTONOMY, STRATEGIC CONTROL ORGANIZATIONAL POLICY AND STRATEGIC PLANNING PERFORMANCE IN HOTEL BUSINESS: CASE OF ANTALYA

Year 2020, Volume: 7 Issue: 3, 611 - 630, 30.11.2020

Korhan Karacaoğlu , Fatih Saydam

https://doi.org/10.30798/makuiibf.789299

Cited By: 1

Abstract

This article reports on the impact of managerial autonomy and strategic control on organizational politics and show how the latter influence effectiveness of strategic planning. In doing so, it outlines particular directions that a rebalanced strategic management research agenda may take. Whereas organizational politics have received sustained interest in the management literature, its conceptual and empirical examination in the tourism industry has been meagre. The data of this study were collected by questionnaire from 310 four and five stars hotel managers in Antalya. Data were analyzed with related statistical package programs. The results are partially consistent with the expected results in the relevant literature. According to the findings, managers' perceptions of autonomy increase political behavior in organizations, whereas strategic control affects organizational politics positively. Organizational politics, on the other hand, affect strategic planning performance positively.

Keywords

MANAGERS AUTONOMY, STRATEGIC CONTROL, ORGANIZATIONAL POLICY, STRATEGIC PLANNING PERFORMANCE

OTEL İŞLETMELERİNDE ALGILANAN YÖNETİCİ ÖZERKLİĞİ, STRATEJİK KONTROL, ÖRGÜTSEL POLİTİKA VE STRATEJİK PLANLAMA PERFORMANSI İLİŞKİSİ ÜZERİNE BİR ARAŞTIRMA: ANTALYA ÖRNEĞİ

Abstract

Bu çalışmada yönetici özerkliği ve stratejik kontrolün örgütsel politikayı, örgütsel politikanın da stratejik planlama performansını nasıl yordadığı belirlenmeye çalışılmıştır. Konu ele alınırken stratejik yönetim yazınının gündeminde olan güncel bilgi birikimine yaslanılmıştır. Örgütsel politika konusu yönetim literatüründe sürekli ilgi görürken, turizm sektöründeki kavramsal ve ampirik incelemesi yetersiz kalmıştır. Bu çalışmada, Antalya’da bulunan dört ve beş yıldızlı 310 otelin yöneticilerinden anket tekniği ile toplanan veriler, ilgili istatistiksel programlarla analiz edilmiştir. Ulaşılan sonuçlar ilgili literatürdeki beklenen sonuçlar ile kısmen örtüşmektedir. Elde edilen bulgulara göre yöneticilerin özerklik algılamaları örgütlerde politik davranışları artırmakta, buna karşın stratejik kontrol örgütsel politikayı pozitif yönde etkilemektedir. Örgütsel politika ise stratejik planlama performansını pozitif yönde etkilemektedir.

Keywords

YÖNETİCİ ÖZERKLİĞİ, STRATEJİK KONTROL, ÖRGÜTSEL POLİTİKA, STRATEJİK PLANLAMA PERFORMANSI

References

• APPELBAUM, S. H., BRENT H.. “Ingratiation as a Political Tactic: Effects within the Organization”, Management Decision, Vol.36, No.2, 1998, ss.85-95.
• ANDERSEN, T. J., NIELSEN, B. B. (2009). Adaptive strategy making: The effects of emergent and intended strategy modes. European Management Review, 6(2), 94-106.
• BARNEY, J. B. (2002). Strategic management: From informed conversation to academic discipline. Academy of Management Perspectives, 16(2), 53-57.
• BERRY, A. J., COAD, A. F., HARRIS, E. P., OTLEY, D. T., STRINGER, C. (2009). Emerging themes in management control: a review of recent literature. The British Accounting Review, 41(1), 2-20.
• BOURGEOIS, L. J., EISENHARDT, K. M. (1988). Strategic decision processes in high velocity environments: four cases in the microcomputer industry. Management Science, 34(7), 816-835.
• BRYSON, J.M., CROSBY, B.C. (1995). Leadership Roles in Making Strategic Planning Work. Bryson John M. (Ed.) Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement (211-227). San Fransisco: JosseyBass Publishers.
• CHANG, C. H., ROSEN, C. C., LEVY, P. E. (2009). The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: A meta-analytic examination. Academy of Management journal, 52(4), 779-801.
• CHILD, J., ELBANNA, S., RODRIGUES, S. (2010). The political aspects of strategic decision making. In P. Nutt, & D. Wilson (Eds.), The handbook of decision making (pp. 105e137). Chichester: Wiley.
• ÇOKLUK, Ö., ŞEKERCİOĞLU, G., BÜYÜKÖZTÜRK, Ş. (2012). Sosyal bilimler için çok değişkenli istatistik: SPSS ve Lisrel uygulamaları. Ankara: Pegem Akademi.
• DAFT, R.L. (1989) Organization Theory And Desing St Pal West Publishing Co.
• DAYAN, M., ELBANNA, S., BENEDETTO, C. A. D. (2012). Antecedents and consequences of political behavior in new product development teams. IEEE Transactions on Engineering Management, 59(3), 470e482.
• DEAN Jr, J. W., SHARFMAN, M. P. (1996). Does decision process matter? A study of strategic decision-making effectiveness. Academy of management journal, 39(2), 368-392.
• DRAFKE, M., KOSSEN, S. (2002). The human side of organizations (8th ed.). London: Prentice Hall.
• DRORY, A., ROMM, T. (1990). The Definition of Organizational Politics: A Review, Human Relations, Vol.43, No.11, p.1133-1154.
• ELBANNA, S., CHILD, J. (2007). Influences on strategic decision effectiveness: development and test of an integrative model. Strategic Management Journal, 28(4), 431- 453.
• ELBANNA, S. (2008). Planning and participation as determinants of strategic planning effectiveness: evidence from the Arabic context. Management Decision, 46(5), 779-796.
• ELBANNA, S. (2013). Processes and impacts of strategic management: evidence from the public sector in the United Arab Emirates. International Journal of Public Administration, 36(6), 1-14.
• ELBANNA, S., DI BENEDETTO, C. A., GHERIB, J. (2015). Do environment and intuition matter in the relationship between decision politics and success? Journal of Management and Organization, 21(1), 60-81.
• ELBANNA, S. (2016). Managers' Autonomy, Strategic Control, Organizational Politics And Strategic Planning Effectiveness: An Empirical İnvestigation İnto Missing Links İn The Hotel Sector. Management Tourism(52) 210-220.
• EREN, E. (2002). Stratejik Yönetim ve İşletme Politikası. İstanbul: Beta Yayınları.
• EREN, E. (2006) (Edit.:Necdet Timur). Stratejik Yönetim. Eskişehir, Anadolu Üniversitesi Yayınları.
• FERRIS, G. R., FEDOR, D. B., CHACHERE, J. G., PONDY, L. R. (1989). Myths and politics in organizational contexts. Group and Organization Studies, 14, 83-103.
• FERRIS, G. R., KACMAR, K. M. (1992). Perceptions of organizational politics. Journal of Management, 18(1), 93-116.
• FLAMHOLTZ, E. G., DAS, T. K., TSUI, A. S. (1985). Toward an integrative framework of organizational control. Accounting, organizations and society, 10(1), 35-50.
• GANDZ, J. and MURRAY, V. V. (1980) "The Experience of Workplace Politics", Academy of Management Journal, Vol. 23, No.
• GOOLD, M., QUINN, J. J. (1990). The paradox of strategic controls. Strategic Management Journal, 11(1), 43-57.
• GÜRBÜZ, S., ŞAHİN, F. (2014). Sosyal bilimlerde araştırma yöntemleri felsefe- yöntem-analiz Seçkin Yayınevi, Ankara.
• HARRIS, L. C., OGBONNA, E. (2006). Service sabotage: A study of antecedents and consequences. Journal of the Academy of Marketing Science, 34(4), 543-558.
• HUGHES, M., MORGAN, R. E. (2007). Deconstructing the relationship between entrepreneurial orientation and business performance at the embryonic stage of firm growth. Industrial Marketing Management, 36(5), 651-661.
• İLHAN, M., ÇETİN B. (2014), LISREL ve AMOS Programları Kullanılarak Gerçekleştirilen Yapısal Eşitlik Modeli (YEM) Analizlerine İlişkin Sonuçların Karşılaştırılması, Eğitimde ve Psikolojide Ölçme ve Değerlendirme Dergisi, 5(2), 26-42.
• KREUTZER, M., HAGER, G., WELLEIN, G., FEHSKE, H., BISHOP, A. R. (2014). A unified sparse matrix data format for efficient general sparse matrix-vector multiplication on modern processors with wide SIMD units. SIAM Journal on Scientific Computing, 36(5), C401-C423.
• MAITLIS, S., LAWRENCE, T. B. (2003). Orchestral manoeuvres in the dark: understanding failure in organizational strategizing. Journal of Management Studies, 40(1), 109-139.
• MALMI, T., BROWN, D. A. (2008). Management control systems as a package—Opportunities, challenges and research directions. Management accounting research, 19(4), 287-300.
• MARGINSON, D. E. W. (2002). Management control systems and their effects on strategy formation at middle-management levels: evidence from a UK organization. Strategic Management Journal, 23(11), 1019-1031.
• MINTZBERG, H. (1983), Power in and around Organisations, Englewood Cliffs, N.J., Prentice Hall.
• MINTZBERG, H. (1994). The fall and rise of strategic planning. Harvard business review, 72(1), 107-114.
• MINTZBERG, H., WATERS, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6, 257-272.
• NIXON, B., BURNS, J. (2012). The paradox of strategic management accounting. Management Accounting Research, 23(4), 229-244.
• OUAKOUAK, M. L., OUEDRAOGO, N., MBENGUE, A. (2014). The mediating role of organizational capabilities in the relationship between middle managers' involvement and firm performance: a European study. European Management.
• OTLEY, D., BROADBENT, J., BERRY, A. (1995). Research in management control: an overview of its development. British Journal of management, 6, S31-S44.
• PAPADAKIS, V. M., LIOUKAS, S., CHAMBERS, D. (1998). Strategic decision-making processes: the role of management and context. Strategic Management Journal, 19(2), 115-147.
• PFEFFER, J. (1981). Power in organizations. Marshfield, MA: Pitman
• PINTO, M. B., PINTO, J. K., PRESCOTT, J. E. (1993). Antecedents and consequences of project team cross-functional cooperation. Management science, 39(10), 1281-1297.
• POISTER, T. H., STREIB, G. (2005). Elements of strategic planning and management in municipal government: Status after two decades. Public administration review, 65(1), 45-56.
• ROBEY, D., SMITH, L. A., VIJAYASARATHY, L. R. (1993). Perceptions of conflict and success in information systems development projects. Journal of Management Information Systems, 10(1), 123-140.
• RYFF, C. D. (1989). Happiness is everything, or is it? Explorations on the meaning of psychological well-being. Journal of Personality And Social Psychology, 57, 1071- 1072.
• SCHERMELLEH-ENGEL, K., MOOSBRUGGER, H., MÜLLER, H. (2003). Evaluating the fit of structural equation models: Tests of significance and descriptive goodness-of-fit measures. Methods of Psychological Research Online, 8(2), 23-74.
• SHRIVASTAVA, P., GRANT, J. H. (1985). Empirically derived models of strategic decision‐making processes. Strategic management journal, 6(2), 97-113.
• SITKIN, S., CARDINAL, L., BIJLSMA-FRANKEMA, K. (Eds.). (2010). Organizational control. Cambridge: Cambridge University Press.
• STAMPS, P.L., PIEDMONT, E.B. (1986). Work satisfaction: An index for measurement. Ann Arbor, MI: Nurses and Health Administration Press.
• SZULKIN, R. (1999). Making people work: Control and incentives in Swedish organizations. Acta Sociologica, 42(2), 103-122.
• TABACHNICK, B., FIDELL, L. (2012). Using multivariate statics (Pearson, USA).
• TAPINOS, E., DYSON, R. G., MEADOWS, M. (2005). The impact of performance measurement in strategic planning. International Journal of productivity and performance management, 54(5/6), 370-384.
• TITUS, V. K., MCDOUGALL, P. P., SLEVIN, D. P. (2010). Utilizing strategy formation mode and strategic learning to traverse various landscapes. Paper presented at the Academy of Management Conference, Montreal, Canada.
• WAGNER J. A., HOLLENBECK J. R. (2002). Organizational Behavior (Forth Edition), Harcourt College Publisher, Fort Worth Philadelphia et al,.
• VALLE, M., WITT, L. A. (2001) "The moderating effect of teamwork perceptions on the organizational politics-job satisfaction relationship", Journal of Social Psychology, Vol. 3, No. 141.