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ÖRGÜTSEL BAĞLAM PARADOKSLARININ GÜÇ OKULU AÇISINDAN DEĞERLENDİRİLMESİ

Year 2009, Volume: 8 Issue: 32, 27 - 37, 30.07.2009

Refika Bakoğlu Deliorman Mukaddes Bahar

https://doi.org/10.14783/maruoneri.696096

Abstract

Bu çalışma stratejik süreçlerde örgütsel bağlamı güç okulu açısından ele alarak örgütsel bağlamla stratejik süreçler arasındaki ilişkiyi değerlendirmek amacıyla hazırlanmıştır. Örgütün iç çevresi ile ilgili olan örgütsel bağlam; örgütün yapısını, kültürel ve politik özelliklerini ifade etmektedir. Çalışmada stratejik süreçte örgütsel bağlam iki zıt görüşü yansıtan kontrol ve kaos paradoksları açısından ele alınmıştır. Kontrol paradoksu stratejinin lider tarafından belirlenip uygulamaya konulduğu görüşünü savunurken, kaos paradoksu stratejinin örgütün karmaşık yapısı sebebiyle örgüt içinden gelişerek ortaya çıktığı görüşündedir. Bu iki görüş çerçevesinden değerlendirildiğinde stratejik süreçte kontrol ve kaos paradoksunun bütünüyle birbirinden ayrı tutulamayacağı ancak güç okuluna yeni bilimsel yaklaşımlar açısından örgütsel bağlamda stratejik sürecin kaos paradoksu ile daha yakından ilişkili olduğu ileri sürülebilir.

Keywords

Güç Okulu Örgütsel Bağlam Kontrol ve Kaos Paradoksu Örgütsel Liderlik Perspektifi Örgütsel Dinamikler Perspektifi

References

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  • [2] De Wit, B. & Meyer, R. (1998). Strategy, Process, Content, Context: An International Perspective. London: International Thomson Business Press.
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  • [4] Grimes, A.J. (1978). Authority, Power, Influence and Social Control: A Theoretical Synthesis. Academy of ManagementReview, 3(4), 724-735.
  • [5] Emerson, R.M. (1962). Power-Dependence Relations. American Sociological Review, 27(1), 31-41.
  • [6] Pfeffer, J. (1999). Güç Merkezli Yönetim: Örgütlerde Politika ve N üfuz. İstanbul: Boyner Holding Yayınları.
  • [7] Krackhardt, D. (1990). Assessing the Political Landscape: Structure, Cognition, and Power in Organizations. Administrative Science Quarterly, 35(2), 342-369
  • [8] Valesquez, M.G. (2002). Business Ethics. 5th Ed. New York: Prentice Hall.
  • [9] Mintzberg, H.; Ahlstrand, B. & Lampel, J. (1998). Strategy Safari. New York: The Free Press.
  • [10] Narayanan, V.K. & Fahey, L. (1982). The Micro-Politics of Strategy Formulation. Academy of Management Review, 7(1), 25-34.
  • [11] Eisenhardt, K.M. & Zbaracki, M.J. (1992). Strategic Decision Making. Strategic Management Journal, 13(1), 17-37.
  • [12] Green, D.D. (2007). Leading a Postmodern Workforce. Academy of Strategic Management Journal, 6(1), 15-26.
  • [13] Rouleau, L. & Seguin, F. (1995). Strategy and Organization Theories: Common Forms of Discourse. Journal of Management Studies, 32(1), 101-117.
  • [14] Schermenhorns, H. (2004). Core Concepts of Organizational Behavior. Osborn: JohnWiley & Sons Pub.
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  • [16] Mann, S. (1995). Politics and Power in Organizations: Why Women Lose Out. Leadership & Organization Development Journal, 16(2), 9-15.
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  • [20] Oliver, C. & Holzinger, I. (2008). The Effectiveness Of Strategic Political Management: A Dynamic Capabilities Framework. Academy of Management Review, 33(2), 496­ 520.
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  • [23] Salancik, G.R. & Pfeffer, J. (1988). Who Gets Power and How They Hold on to it: A Strategic-Contingency Model of Power. (Ed.: Leavitt, H.J.; Pondy, L.R. & Boje, D.M.). Readings in Managerial Psychology. London: University of Chicago Press, 348.
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  • [32] Pfeffer, J. (1981). Power in Organizations. Marshfield: Pitman Pub.
  • [33] March, J.G. (1962). The Business Firm As a Political Coalition. Journal o f Politics, 24(4), 662-678.
  • [34] Eisenhardt, K.M. (2000). Paradox, Spirals, Ambivalence: The New Language of Change and Pluralism. Academy of Management Review, 25(4), 703-705.
  • [35] Flamholtz, E.G.; Das, T. & Tsui, A.S. (1985). Toward an Integrative Framework of Organizational Control. Accounting Organizations andSociety, 10(1), 35-50.
  • [36] Johnson, G. (1998). Rethinking Incrementalism. (Ed.: De Wit, B. & Meyer, R.). Strategy: Process, Content, Context: An International Perspective. London: International Thomson Business Press.
  • [37] Christensen, R.; Andrews, K.; Bower, J.; Hamermesh, R. & Porter, M. (1998) The CEO: Leadership. (Ed.: De Wit, B. & Meyer, R.). Strategy: Process, Content, Context: An International Perspective. London: International Thomson Business Press.
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  • [39] Stacey, R. (1998). Strategy as Order Emerging from Chaos. (Ed.: De Wit, B. & Meyer, R.). Strategy: Process, Content, Context: An International Perspective. London: International Thomson Business Press.
  • [40] Gleick, J. (1995). Kaos. Ankara: Tübitak Popüler Bilim Kitapları.
  • [41] Levy, D. (1994). Chaos Theory and Strategy: Theory, Application, and Managerial Implications. Strategic Management Journal, 15(3), 167-178.
  • [42] McCaskey, M. (1998). Conceptual Mapping. (Ed.: De Wit, B. & Meyer, R.). Strategy: Process, Content, Context: An International Perspective. London: International Thomson Business Press.
  • [43] Latif, H. (2002). Kaotik Ortamda Yönetim Stratejik Boyutuyla Modern Yönetim Yaklaşımları. Îstanbul: Beta Basım Yayım Dağıtım A.Ş.
  • [44] Bourgeois, L.J. & Broadwin, D. (1998). Linking Planning and Implementation. (Ed.: De Wit, B. & Meyer, R.). Strategy: Process, Content, Context: An International Perspective. London: International Thomson Business Press.
  • [45] Hart, S.L. (1992). An Integrative Framework for StrategyMaking Processes. The Academy of Management Review, 17(2), 327-351.
  • [46] Chandler, A. (1962). Strategy and Structure. Cambridge, MA: MIT Press.
  • [47] Mintzberg, H. (1978). Patterns in Strategy Formation. Management Science, 24(9), 934-948.
  • [48] Nonaka, I. (1988). Creating Organizational Order Out of Chaos: Self-Renewal in Japanese Firms. California Management Review, 30(3), 57-73.
  • [49] Fahey, L. (1981). On Strategic Management Decision Processes. Strategic Management Journal, 2(1), 43-60.
  • [50] 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.
  • [51] Hofstede, G. (1984). Culture's Consequences: International Differences in Work-related Values. London: Sage Publications.

Year 2009, Volume: 8 Issue: 32, 27 - 37, 30.07.2009

Refika Bakoğlu Deliorman Mukaddes Bahar

https://doi.org/10.14783/maruoneri.696096

Abstract

References

  • [1] Pettigrew, A.M. (1987). Context and Action in the Transformation of the Firm. Journal of Management Studies, 24(6), 649-670.
  • [2] De Wit, B. & Meyer, R. (1998). Strategy, Process, Content, Context: An International Perspective. London: International Thomson Business Press.
  • [3] Moorhead, G. & Griffın, R.W. (1998). Organizational Behavior: Managing People and Organization. 5th Ed. Boston: Houghton Mifflin.
  • [4] Grimes, A.J. (1978). Authority, Power, Influence and Social Control: A Theoretical Synthesis. Academy of ManagementReview, 3(4), 724-735.
  • [5] Emerson, R.M. (1962). Power-Dependence Relations. American Sociological Review, 27(1), 31-41.
  • [6] Pfeffer, J. (1999). Güç Merkezli Yönetim: Örgütlerde Politika ve N üfuz. İstanbul: Boyner Holding Yayınları.
  • [7] Krackhardt, D. (1990). Assessing the Political Landscape: Structure, Cognition, and Power in Organizations. Administrative Science Quarterly, 35(2), 342-369
  • [8] Valesquez, M.G. (2002). Business Ethics. 5th Ed. New York: Prentice Hall.
  • [9] Mintzberg, H.; Ahlstrand, B. & Lampel, J. (1998). Strategy Safari. New York: The Free Press.
  • [10] Narayanan, V.K. & Fahey, L. (1982). The Micro-Politics of Strategy Formulation. Academy of Management Review, 7(1), 25-34.
  • [11] Eisenhardt, K.M. & Zbaracki, M.J. (1992). Strategic Decision Making. Strategic Management Journal, 13(1), 17-37.
  • [12] Green, D.D. (2007). Leading a Postmodern Workforce. Academy of Strategic Management Journal, 6(1), 15-26.
  • [13] Rouleau, L. & Seguin, F. (1995). Strategy and Organization Theories: Common Forms of Discourse. Journal of Management Studies, 32(1), 101-117.
  • [14] Schermenhorns, H. (2004). Core Concepts of Organizational Behavior. Osborn: JohnWiley & Sons Pub.
  • [15] Shetty, Y.K. (1978). Managerial Power and Organizational Effectiveness: A Contingency Analysis. Journal of Management Studies, 15(2), 176-186.
  • [16] Mann, S. (1995). Politics and Power in Organizations: Why Women Lose Out. Leadership & Organization Development Journal, 16(2), 9-15.
  • [17] Greenberg, B. (1997). Behavior in Organizations 6th Ed. New Jersey: Prentice-Hall Pub.
  • [18] Robbins, S.P. (2003). Organizational Behavior. 10th Ed. New Jersey: Prentice Hall Pub.
  • [19] Allen, R.W.; Madison, D.L.; Porter, L.W.; Renwick, P.A. & Mayes, B.T. (1979). Organizational Politics: Tactics and Characteristics of Its Actors. California Management Review, 22(1), 77-83.
  • [20] Oliver, C. & Holzinger, I. (2008). The Effectiveness Of Strategic Political Management: A Dynamic Capabilities Framework. Academy of Management Review, 33(2), 496­ 520.
  • [21] Pfeffer, J. & Salancik, G.R. (1974). The Bases and Use of Power in Organizational Decision Making: The Case of a University. Administrative Science Quarterly, 19(4), 453­ 473.
  • [22] Mintzberg, H. (1984). Power and Organization Life Cycles. The Academy of Management Review, 9(2), 207­ 224.
  • [23] Salancik, G.R. & Pfeffer, J. (1988). Who Gets Power and How They Hold on to it: A Strategic-Contingency Model of Power. (Ed.: Leavitt, H.J.; Pondy, L.R. & Boje, D.M.). Readings in Managerial Psychology. London: University of Chicago Press, 348.
  • [24] Hickson, D.J. & Hinigs, C.R. & Lee, C.A. & Schneck, R.S. & Pennings, J.M. (1971). A Strategic Contingencies Theory of Intraorganizational Power. Administrative Science Quarterly, 16(2), 216-229.
  • [25] Pfeffer, J. & Salancik, G.R. (1978). The External Control of Organizations: A Resource Dependence Perspective. New York: Harper ve Row.
  • [26] Samuel, Y. (2005). The Political Agenda of Organizations. London: Transaction Pub.
  • [27] Mackenzie, K.D. (1986). Virtual Positions and Power. Management Science. 32(5), 622-642.
  • [28] Bakoğlu, R. (2003). Kaynak Bazlı Firma Teorisi Kapsamında Değişen Rekabet Avantajı Kavram ve Anlayışı. İstanbul Üniversitesi işletme Fakültesi Dergisi. 32(1), 65-76.
  • [29] Oliver, C. (1997). Sustainable Competitive Advantage: Combining Institutional and Resource-Based Views. Strategic Management Journal. 18(9), 697-713.
  • [30] Mills, C.W. (1956). The Power E lite. New York: Oxford University Press.
  • [31] Parsons, T. (1964). The Social System. Glence, IL: Free Press.
  • [32] Pfeffer, J. (1981). Power in Organizations. Marshfield: Pitman Pub.
  • [33] March, J.G. (1962). The Business Firm As a Political Coalition. Journal o f Politics, 24(4), 662-678.
  • [34] Eisenhardt, K.M. (2000). Paradox, Spirals, Ambivalence: The New Language of Change and Pluralism. Academy of Management Review, 25(4), 703-705.
  • [35] Flamholtz, E.G.; Das, T. & Tsui, A.S. (1985). Toward an Integrative Framework of Organizational Control. Accounting Organizations andSociety, 10(1), 35-50.
  • [36] Johnson, G. (1998). Rethinking Incrementalism. (Ed.: De Wit, B. & Meyer, R.). Strategy: Process, Content, Context: An International Perspective. London: International Thomson Business Press.
  • [37] Christensen, R.; Andrews, K.; Bower, J.; Hamermesh, R. & Porter, M. (1998) The CEO: Leadership. (Ed.: De Wit, B. & Meyer, R.). Strategy: Process, Content, Context: An International Perspective. London: International Thomson Business Press.
  • [38] Yıldırım, A. & Şimşek, H. (2005). Sosyal Bilimlerde Nitel Araştırma Yöntemleri. Ankara: Seçkin Yayıncılık.
  • [39] Stacey, R. (1998). Strategy as Order Emerging from Chaos. (Ed.: De Wit, B. & Meyer, R.). Strategy: Process, Content, Context: An International Perspective. London: International Thomson Business Press.
  • [40] Gleick, J. (1995). Kaos. Ankara: Tübitak Popüler Bilim Kitapları.
  • [41] Levy, D. (1994). Chaos Theory and Strategy: Theory, Application, and Managerial Implications. Strategic Management Journal, 15(3), 167-178.
  • [42] McCaskey, M. (1998). Conceptual Mapping. (Ed.: De Wit, B. & Meyer, R.). Strategy: Process, Content, Context: An International Perspective. London: International Thomson Business Press.
  • [43] Latif, H. (2002). Kaotik Ortamda Yönetim Stratejik Boyutuyla Modern Yönetim Yaklaşımları. Îstanbul: Beta Basım Yayım Dağıtım A.Ş.
  • [44] Bourgeois, L.J. & Broadwin, D. (1998). Linking Planning and Implementation. (Ed.: De Wit, B. & Meyer, R.). Strategy: Process, Content, Context: An International Perspective. London: International Thomson Business Press.
  • [45] Hart, S.L. (1992). An Integrative Framework for StrategyMaking Processes. The Academy of Management Review, 17(2), 327-351.
  • [46] Chandler, A. (1962). Strategy and Structure. Cambridge, MA: MIT Press.
  • [47] Mintzberg, H. (1978). Patterns in Strategy Formation. Management Science, 24(9), 934-948.
  • [48] Nonaka, I. (1988). Creating Organizational Order Out of Chaos: Self-Renewal in Japanese Firms. California Management Review, 30(3), 57-73.
  • [49] Fahey, L. (1981). On Strategic Management Decision Processes. Strategic Management Journal, 2(1), 43-60.
  • [50] 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.
  • [51] Hofstede, G. (1984). Culture's Consequences: International Differences in Work-related Values. London: Sage Publications.
There are 51 citations in total.

Details

Primary Language Turkish
Journal Section Eski Sayılar
Authors

Refika Bakoğlu Deliorman This is me

Mukaddes Bahar This is me

Publication Date July 30, 2009
Published in Issue Year 2009 Volume: 8 Issue: 32

Cite

APA Bakoğlu Deliorman, R., & Bahar, M. (2009). ÖRGÜTSEL BAĞLAM PARADOKSLARININ GÜÇ OKULU AÇISINDAN DEĞERLENDİRİLMESİ. Öneri Dergisi, 8(32), 27-37. https://doi.org/10.14783/maruoneri.696096

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Öneri

Marmara UniversityInstitute of Social Sciences

Göztepe Kampüsü Enstitüler Binası Kat:5 34722  Kadıköy/İstanbul

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