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SİVİL TOPLUM KURULUŞLARINDA TEORİK ve STRATEJİK BOYUTLARI ile DEĞİŞİM YÖNETİMİ

Year 2005, Issue: 2, 0 - 0, 01.05.2005

Abstract

Sivil toplum kuruluşlarının varlığı tümüyle topluluklara bağlı bulunmaktadır.
Bu kuruluşlar, tıbbi bakım ve sosyal hizmetler, kütüphane ve sanatsal
faaliyetler ile çocuk ve yetişkinlerin eğitimi konularında önemli hizmetler
vermektedirler. Yerel kurumları oluşturan bu kuruluşlara gönüllü olarak
katılırız. Günümüzde aynı kuruluşlar, 21. Yüzyılda hayatta kalmak için değişim
gereksinimiyle karşı karşıya bulunmaktadırlar. Bu çalışma, sivil toplum
kuruluşları sektöründeki değişim yönetimi konusunda seçilmiş bir literatür
incelemesi yapmaktadır.   

References

  • 1. Alexander, J. (2000), Adaptive Strategies Of Nonprofit Human Service Organizations İn An Era Of Devolution And New Public Management, Nonprofit Management & Leadership. 10 (3), pp.287-303.
  • 2. Beckard R. (1969), Organizational Development Strategies and Models, Addison Wesley Readings, pp.15-21.
  • 3. Bielefield, W. (1994), What Affects Non Profit Survival ? Nonprofit Management & Leadership.5 (1), pp.18-36.
  • 4. Blau, P.M. (1963), Exchange and Power in Social Life, New York:Wiley, pp.20-27
  • 5. Butler, R.J. & Wilson, D.C. (1990), Managing Voluntary and Nonprofit Organizations: Strategy and Structure. London: Ro-utledge., pp.67.
  • 6. Bryce, H.J. (2000), Financial and Strategic Management for Nonprofit Organizations: A Comprehensive Reference to Legal, Financial Management, and Operations Rules and Gui-delines for Nonprofits. (3rd ed.), San Fransisco: Jossey-Bass., pp.32.
  • 7. Cooke, R.A. (1979), Managing Change in Organizations, In G. Zaltman (Ed.). Management Principles for Nonprofit Agencies and Organizations, New York: Amacom, pp.154-209.
  • 8. Di Maggio, Paul J., Walter W. Powell (1983), The Iron Cage Re-visited: Institutional Isomorphism and Collective Ratioanality Or-ganizational Fields, American Sociological Review 48, No.2:147-160.
  • 9. Durst, S. and Newell, C. (2001), The Who, Why,and How of Reinvention in Nonprofit Organizations, Nonprofit Management and Leadership. 11 (4), 443-457.
  • 10. Ethiraj, S., Sendil, K., Singh, J. (2004), Where Do Capabilities Come From and How Do They Matter? A Study in the Software Services Industry, Strategic Management Journal, June, pp.43.
  • 11. French, W.L., Kast, F.E. & Rosenweig, J.E. (1985), Understanding Human Behavior in Organizations, N.Y: Harper & Row, pp.62.
  • 12. Froleich, K. A. (1999), Diversification of Revenue Strategies: Evolving Resource Dependence in Nonprofit Organizations. Nonprofit and Voluntary Sector Quarterly, 28 (3), pp.246-268.
  • 13. Gersick C. J. (1991), Revolutionary Change Theories: A Multilevel Exploration of the Punctuatet Equilibrium Paradigm, Academy of Management Review, 32, pp.274-309.
  • 14. Gersick C. J. (1994), Pacing Strategic Change: The Case of a New Venture, Academy of Management, Journal 37 (1), pp.9-45.
  • 15. Hannan, Michael T., and Freeman, J. (1984), Structural Inertia and Organizational Change, American Journal of Sociology, 49, pp.149-164.
  • 16. Kinsman, D. (2003), Changing Management Culture: Models and Strategies to Make It Happen, Treasury Board of Canada Secretariat, June: 6-17.
  • 17. Lewis, R. and Waddell, D. (1998), The Management of Change in Not-for-profit Aid Organisations, A Working Paper. Monash Universty, Faculty of Business and Economics., pp.54.
  • 18. Mintzberg, H. (1997)., Managing on the Edges. International Journal of Public Sector Management, 10 (3), pp.131-153.
  • 19. Mintzberg, H., Ahlstrand, B. and Lampel, J. (1998), Strategy Safari: A Guided Tour Through the Wilds of Strategic Mana-gement, New York: The Free Press, pp.31.
  • 20. Nelson, R.R., Winter, S.G. (1982): An Evolutionary Theory of Economic Change, Cambridge, MA., pp.25-46.
  • 21. Perlmutter, F.D. and Gummer, B. (1994), Managing Organizational Transformations, In R.D. Herman (Ed.) The Jossey-Bass Handbook of Nonprofit Leadership and Management, San Fransisco: Jossey-Bass Publishers, pp.227-246.
  • 22. Pfeffer, J. and Salancik, G.R. (1978), A social Information Processing Aproach to Job Attitudes and Task Design, Administrative Science Quarterly, 23, pp.224-253.
  • 23. Powell, W.W., Friedkin, R. (1987), Organizational Change in Nonprofit Organizations, In W.W. Powell (Ed.) The Nonprofit Sector A Research Handbook, Newhaven and London: Yale University Press, pp.180-192.
  • 24. Robbins, S.P. (1987), Organization Theory: Structure, Design, and Applications, Englewood Cliffs NJ: Prentice-Hall, pp.78-79.
  • 25. Rock, Milton L. and Rock, Robert H. (1990), Corporate Restructing: A. Guide to Creating the Premium-Valued Company, New York, N. Y.:McGraw-Hill, pp.76-85.
  • 26. Salamon, L. M., Anheier H.K. (1997), Defining the Non-profit Sector: A Cross-National Analysis, Manchester University Press, Manchester, pp.8-15.
  • 27. Salamon, L. M., Anheier, H.K., List, R., Toepler S., Sokolowski, S.W. and associates (1999), Global Civil Society Dimensions of the Nonprofit Sector, Baltimore: The John Hopkins Center for Civil Society Studies, pp.34.
  • 28. Salipante, P.E. & Golden-Biddle, K. (1995), Managing Traditionality and Strategic Change in Non profit Organizations, Nonprofit Management & Leadership, 6 (1), pp. 3-20.
  • 29. Simon, H.A. (1955), A behavioral model of rational choice, Quarterly Journal of Economics, 69, 99-118.
  • 30. Standly, A.P. (2001), Reinventing a Large Nonprofit: Lessons From Four Voluntary Health Associations, Nonprofit Management and Leadership, 11 (3), 305-320.
  • 31. Tushman, M.L., Virany, B., Romonelli, E. (1989), Executive Succession, Strategic Reorientations and Organization Evolution, Journal Article in Technology and Society, pp.41.
  • 32. Weisbrod, B.A. (1998), To Profit of not to Profit: The Commercial Transformation of Nonprofit Sector, U.K: Cambridge University Press, pp.148-154.
Year 2005, Issue: 2, 0 - 0, 01.05.2005

Abstract

References

  • 1. Alexander, J. (2000), Adaptive Strategies Of Nonprofit Human Service Organizations İn An Era Of Devolution And New Public Management, Nonprofit Management & Leadership. 10 (3), pp.287-303.
  • 2. Beckard R. (1969), Organizational Development Strategies and Models, Addison Wesley Readings, pp.15-21.
  • 3. Bielefield, W. (1994), What Affects Non Profit Survival ? Nonprofit Management & Leadership.5 (1), pp.18-36.
  • 4. Blau, P.M. (1963), Exchange and Power in Social Life, New York:Wiley, pp.20-27
  • 5. Butler, R.J. & Wilson, D.C. (1990), Managing Voluntary and Nonprofit Organizations: Strategy and Structure. London: Ro-utledge., pp.67.
  • 6. Bryce, H.J. (2000), Financial and Strategic Management for Nonprofit Organizations: A Comprehensive Reference to Legal, Financial Management, and Operations Rules and Gui-delines for Nonprofits. (3rd ed.), San Fransisco: Jossey-Bass., pp.32.
  • 7. Cooke, R.A. (1979), Managing Change in Organizations, In G. Zaltman (Ed.). Management Principles for Nonprofit Agencies and Organizations, New York: Amacom, pp.154-209.
  • 8. Di Maggio, Paul J., Walter W. Powell (1983), The Iron Cage Re-visited: Institutional Isomorphism and Collective Ratioanality Or-ganizational Fields, American Sociological Review 48, No.2:147-160.
  • 9. Durst, S. and Newell, C. (2001), The Who, Why,and How of Reinvention in Nonprofit Organizations, Nonprofit Management and Leadership. 11 (4), 443-457.
  • 10. Ethiraj, S., Sendil, K., Singh, J. (2004), Where Do Capabilities Come From and How Do They Matter? A Study in the Software Services Industry, Strategic Management Journal, June, pp.43.
  • 11. French, W.L., Kast, F.E. & Rosenweig, J.E. (1985), Understanding Human Behavior in Organizations, N.Y: Harper & Row, pp.62.
  • 12. Froleich, K. A. (1999), Diversification of Revenue Strategies: Evolving Resource Dependence in Nonprofit Organizations. Nonprofit and Voluntary Sector Quarterly, 28 (3), pp.246-268.
  • 13. Gersick C. J. (1991), Revolutionary Change Theories: A Multilevel Exploration of the Punctuatet Equilibrium Paradigm, Academy of Management Review, 32, pp.274-309.
  • 14. Gersick C. J. (1994), Pacing Strategic Change: The Case of a New Venture, Academy of Management, Journal 37 (1), pp.9-45.
  • 15. Hannan, Michael T., and Freeman, J. (1984), Structural Inertia and Organizational Change, American Journal of Sociology, 49, pp.149-164.
  • 16. Kinsman, D. (2003), Changing Management Culture: Models and Strategies to Make It Happen, Treasury Board of Canada Secretariat, June: 6-17.
  • 17. Lewis, R. and Waddell, D. (1998), The Management of Change in Not-for-profit Aid Organisations, A Working Paper. Monash Universty, Faculty of Business and Economics., pp.54.
  • 18. Mintzberg, H. (1997)., Managing on the Edges. International Journal of Public Sector Management, 10 (3), pp.131-153.
  • 19. Mintzberg, H., Ahlstrand, B. and Lampel, J. (1998), Strategy Safari: A Guided Tour Through the Wilds of Strategic Mana-gement, New York: The Free Press, pp.31.
  • 20. Nelson, R.R., Winter, S.G. (1982): An Evolutionary Theory of Economic Change, Cambridge, MA., pp.25-46.
  • 21. Perlmutter, F.D. and Gummer, B. (1994), Managing Organizational Transformations, In R.D. Herman (Ed.) The Jossey-Bass Handbook of Nonprofit Leadership and Management, San Fransisco: Jossey-Bass Publishers, pp.227-246.
  • 22. Pfeffer, J. and Salancik, G.R. (1978), A social Information Processing Aproach to Job Attitudes and Task Design, Administrative Science Quarterly, 23, pp.224-253.
  • 23. Powell, W.W., Friedkin, R. (1987), Organizational Change in Nonprofit Organizations, In W.W. Powell (Ed.) The Nonprofit Sector A Research Handbook, Newhaven and London: Yale University Press, pp.180-192.
  • 24. Robbins, S.P. (1987), Organization Theory: Structure, Design, and Applications, Englewood Cliffs NJ: Prentice-Hall, pp.78-79.
  • 25. Rock, Milton L. and Rock, Robert H. (1990), Corporate Restructing: A. Guide to Creating the Premium-Valued Company, New York, N. Y.:McGraw-Hill, pp.76-85.
  • 26. Salamon, L. M., Anheier H.K. (1997), Defining the Non-profit Sector: A Cross-National Analysis, Manchester University Press, Manchester, pp.8-15.
  • 27. Salamon, L. M., Anheier, H.K., List, R., Toepler S., Sokolowski, S.W. and associates (1999), Global Civil Society Dimensions of the Nonprofit Sector, Baltimore: The John Hopkins Center for Civil Society Studies, pp.34.
  • 28. Salipante, P.E. & Golden-Biddle, K. (1995), Managing Traditionality and Strategic Change in Non profit Organizations, Nonprofit Management & Leadership, 6 (1), pp. 3-20.
  • 29. Simon, H.A. (1955), A behavioral model of rational choice, Quarterly Journal of Economics, 69, 99-118.
  • 30. Standly, A.P. (2001), Reinventing a Large Nonprofit: Lessons From Four Voluntary Health Associations, Nonprofit Management and Leadership, 11 (3), 305-320.
  • 31. Tushman, M.L., Virany, B., Romonelli, E. (1989), Executive Succession, Strategic Reorientations and Organization Evolution, Journal Article in Technology and Society, pp.41.
  • 32. Weisbrod, B.A. (1998), To Profit of not to Profit: The Commercial Transformation of Nonprofit Sector, U.K: Cambridge University Press, pp.148-154.
There are 32 citations in total.

Details

Journal Section Articles
Authors

Çetin Bektaş This is me

Hüseyin Yılmaz This is me

Publication Date May 1, 2005
Submission Date July 31, 2017
Published in Issue Year 2005 Issue: 2

Cite

APA Bektaş, Ç., & Yılmaz, H. (2005). SİVİL TOPLUM KURULUŞLARINDA TEORİK ve STRATEJİK BOYUTLARI ile DEĞİŞİM YÖNETİMİ. Verimlilik Dergisi(2).

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