Misyon İfadesinin Belirlenmesinde Karşıt İki Görüş: Endüstri Mi Kaynaklar Mı?

Year 2022, , 167 - 183, 30.12.2022

Emre Bilgiç

https://doi.org/10.21076/vizyoner.1136312

Abstract

Stratejik yönetim alanının odak noktası sürdürülebilir rekabet avantajı elde ederek rakiplere kıyasla üstün bir performans sergileyebilmektir. Alanda iki kutbu temsil eden Pozisyon Okulu (PO) ve Kaynaklara Dayalı Yaklaşım (KDY) üstün performans için örgütlerin iyi bir stratejiye sahip olmaları gerektiği konusunda hemfikirdir. Ancak iyi bir stratejinin ne olduğu konusunda aralarında pek çok tartışmalı alan mevcuttur. Strateji olgusu için önemli unsurlardan biri olan misyon ifadesinin nasıl olması gerektiği de bu tartışmalı alanlardan birisidir. PO misyonun endüstri pozisyonuna göre oluşturulması gerektiğini söylerken KDY ise misyonun kaynak ve kabiliyetlerden hareketle oluşturulması gerektiğini belirtmektedir. Bu çalışma ise Türkiye’de yer alan firmaların kendilerini tanımlarken endüstriye mi yoksa kaynaklara ve kabiliyetlere mi yoğunlukla odaklandığı sorusunu yanıtlamayı amaçlamaktadır. Ayrıca sektörel farklılıkların rolünü sorgulamak da amaçlanmıştır. Nitel araştırma olarak tasarlanan bu çalışmada BIST100’de yer alan firmaların misyon ifadeleri içerik analizine tabi tutulmuştur. Sonuçlar firmalarının misyon ifadelerini yoğunlukla PO’nun görüşlerine göre şekillendirdiğini ancak misyon ifadeleri oluşturulurken PO ve KDY görüşleri arasında geçişler yapıldığını göstermiştir. Çalışmanın bir diğer bulgusu ise sektörel farklılıkların misyon ifadelerinde vurgulanan temaların yoğunluklarının farklılaşmasında rol aldığıdır. 

Keywords

Misyon İfadesi, Kaynaklara Dayalı Yaklaşım, Pozisyon Okulu, BIST100

Two Opposing Views in Determining the Mission Statement: Industry or Resources?

Abstract

The focus of the strategic management field is to achieve a sustainable competitive advantage and to display superior performance compared to others. Representing two poles in the field, Position School (PO) and Resource-Based View (RBV) agree that organizations should have a good strategy for superior performance. However, there are many controversial points on the determination of what a good strategy is. One of these controversial points is how the mission statement should be. The PO states that the mission should be created according to the industry position, while RBV asserts that the mission should be created from resources and capabilities. Hence, the study aims to answer the question of whether companies in Türkiye focus heavily on the industry or on resources and capabilities in their missions. Also, it aims to question the role of sectoral differences. In the study, the mission statements of the firms in BIST100 are subjected to content analysis. The results reveal that the firms shaped their mission statements mostly according to the opinions of PO, but there are transitions between the opinions of PO and RBV. Another finding is that sectoral differences play a role in the formation of missions.

Keywords

Mission Statements, Resource Based View, Position School, BIST100

References

• Abraham, S. (2012). Crafting good strategy is hard work and involves tough choices, Strategy & Leadership, 40(1). https://doi.org/10.1108/sl.2012.26140aaa.003
• Alawneh, A. A. (2015). The impact of mission statement on performance: An exploratory study in the Jordanian Banking Industry. Journal of Management Policy and Practice, 16(4), 73-87.
• Allio, R. J. (2015). Good strategy makes good leaders. Strategy & Leadership. 43(5), 3-9.
• Arslan, S. ve Coşkun, R. (2017). Kurumsal kuram açısından örgütsel dil ile örgütsel meşruiyet ilişkisi: Örgütler dil aracılığıyla meşruiyeti nasıl elde eder?. Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi, 12(3), 137-164.
• Ashour, M. L. (2018). Schools thought of competitive advantage. International Journal of Business and Management Invention (IJBMI), 7(2), 01-07.
• Bakoğlu, R. ve Özcan, D. (2010). İşletme düzeyinde strateji paradokslarının Mintzberg'in on stratejik yönetim okulu açısından değerlendirilmesi. Öneri, 9(34), 57-69.
• Barca, M. (2003). Economic Foundations of Strategic Management. Aldershot, Hants, England; Burlington, Ashgate.
• Barca, M. (2005). Stratejik Yönetim Düşüncesinin Evrimi: Bilimsel Bir Disiplinin Oluşum Hikayesi. Journal of Management Research/Yonetim Arastirmalari Dergisi, 5(1), 7-38.
• Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
• Barney, J. B. (1995). Looking inside for competitive advantage. Academy of Management Perspectives, 9(4), 49-61.
• Bart, C. K. (1996). The impact of mission on firm innovativeness. International Journal of Technology Management, 11(3-4), 479-493.
• Bart, C. K. (1998). Mission matters. The CPA Journal, 68(8), 56-57.
• Bartkus, B. R., ve Glassman, M. (2008). Do firms practice what they preach? The relationship between mission statements and stakeholder management. Journal of Business Ethics, 83(2), 207-216.
• Berbegal-Mirabent, J., Mas-Machuca, M. ve Guix, P. (2021). Impact of mission statement components on social enterprises’ performance. Review of Managerial Science, 15(3), 705-724.
• Bordean, O., Borza, A., Rus, C. ve Mitra, C. (2010). An investigation on the strategy formulation process within the Romanian companies. Managerial Challenges of the Contemporary Society. Proceedings, 26.
• Brockmann, E. ve Lacho, K. (2017). Strategic planning: a practical primer for not-for-profit organizations. Global Journal of Entrepreneurship Volume, 1(1), 57-63.
• Chahal, A. ve Mahapatra, S. (2013) Mission statement & its relevance in firm's strategy formulation. The Journal of Amity Business School, 14(2), 73-87.
• Civelli, F. (1998). Personal competencies, organizational competencies, and employability. Industrial and Commercial Training, 30(2), 48-52.
• Coşkun, R. (2020). Klasik yönetim ve kapalı sistem mi? 1925 yılından önce yazılmış yönetim ders kitaplarında açık sistem imaları. Eskişehir Osmangazi Üniversitesi İktisadi ve İdari Bilimler Dergisi, 15(1), 119-140.
• Coşkun, R. (2021). Örnek Olaylarla Stratejik Yönetim Kuram ve Uygulama. Sakarya Yayıncılık
• Coşkun, R. ve Çiftçi, D. (2019). Pozisyon Okulu mu, Kaynaklara Dayalı Yaklaşım mı? Yöneticilerin stratejik konulara ilişkin görüşleri üzerine nitel bir araştırma. İşletme Bilimi Dergisi, 7(3), 611-651.
• Coşkun, R. ve Sancaktutan, K. (2019). Rekabet mi, işbirliği mi? Firmaların büyüme ve uluslararasılaşma kararlarında tedarikçilerinden beklentilerine ilişkin nitel bir çalışma. Uluslararası Bilimsel Araştırmalar Dergisi (IBAD), 4(1), 21-33.
• Craig, C., Ngondo, P. S. ve Flynn, M. A. (2016). How firm is your digital handshake?: Mission statements and transparency. Public Relations Review, 42(4), 692-694.
• David, F. (1989). How do companies define their mission?. Long Range Planning, 22(1), 90-97.
• Davies, S. W., ve Glaister, K. W. (1997). Business school mission statements—the bland leading the bland?. Long Range Planning, 30(4), 481-604.
• De Witt B. ve Meyer, R. (1998). Strategy. London: International Thomson Publishing Company.
• De Witt, B. ve Meyer, R. (2002). Strategy Synthesis: Resolving Strategy Paradoxes to Create Competitive Advantage. International Thomson Publishing.
• Drucker, P. (1973). Management: Tasks, Responsibilities, and Practices. Harper & Row, New York.
• Edgar, W. B. ve Lockwood, C. A. (2008). Organizational competencies: clarifying the construct. The Journal of Business Inquiry, 7(1), 21-32.
• Erol, Y., İnce, A. R., ve Aras, M. (2013). Türk sanayi sektöründe stratejik yönetim yaklaşımları tercihi: ISO 1000 firmalarında bir araştırma. Business and Economics Research Journal, 4(3), 75-92.
• Escrig‐Tena, A. B. ve Bou‐Llusar, J. C. (2005). A model for evaluating organizational competencies: An application in the context of a quality management initiative. Decision Sciences, 36(2), 221-257.
• Fazlzadeh, A. ve Malekpour, M. (2015). Top ten Iranian companies' mission statement analysis. EuroMed Journal of Management, 1(1), 92-104.
• Fitzgerald, C. ve Cunningham, J. A. (2016). Inside the university technology transfer office: mission statement analysis. The Journal of Technology Transfer, 41(5), 1235-1246.
• Foss, N. J. (2011). Why micro-foundations for Resource-Based Theory are needed and what they may look like. Journal of Management, 37(5), 1413-1428.
• Freeman, E. (1984), Strategic management: A stakeholder approach, pitman. Massachusetts.
• Grant, R. M. (1991). The Resource-Based Theory of competitive advantage: implications for strategy formulation. California Management Review, 33(3), 114-135.
• Hamel, G. (1996). Strategy as Revolution (s. 69-82). Harvard Business Review.
• Hızıroğlu, M. (2020). Strateji Araştırmalarının Kuramsal Temelleri. Efe Akademi.
• Hieu, V. M. ve Vu, N. M. (2021). Linking mission statements components to management effectiveness. Webology, 18(Special issue on Management and Social Media), 39-48.
• Hitt, M. A., Black, J. S. ve Porter, L. W. (2012). Management (3rd edition). Prentice Hall, Upper Saddle River, New Jersey.
• Horwath, R. ve Drucker, P. (2005). Discovering purpose: Developing mission, vision, and values. Strategic Thinking Institute, 1-9.
• Huff, A. S. (1982). Industry influences on strategy reformulation. Strategic Management Journal, 3(2), 119-131.
• Inui, T., Kawakami, A. ve Miyagawa, T. (2012). Market competition, differences in technology, and productivity improvement: An empirical analysis based on Japanese manufacturing firm data. Japan and the World Economy, 24(3), 197-206.
• Jamali, D. (2010). MNCs and international accountability standards through an institutional lens: Evidence of symbolic conformity or decoupling. Journal of Business Ethics, 95(4), 617-640.
• Kalpic, B., Pandza, K., ve Bernus, P. (2003). Strategy as a creation of corporate future. Handbook on enterprise architecture içinde (s. 213-253). Springer.
• Laplume, A. O., Harrison, J. S., Zhang, Z., Yu, X. ve Walker, K. (2022). Evidence of an inverted U–shaped relationship between stakeholder management performance variation and firm performance. Business Ethics Quarterly, 32(2), 272-298.
• Lin, Y. ve Ryan, C. (2016). From mission statement to airline branding. Journal of Air Transport Management, 53, 150-160.
• Lynch, R. (2000). Resource-based view: paradigm or checklist?. International Journal of Manufacturing Technology and Management, 2(1-7), 1041-1054.
• Massa, L., Tucci, C. L. ve Afuah, A. (2017). A critical assessment of business model research. Academy of Management Annals, 11(1), 73-104.
• McGee, J. (2015). Resource‐Based View. Wiley Encyclopedia of Management, 12, 1-8.
• Mintzberg, H. ve Ahlstrand, B, Lampel J. (1998). Strategy safari. Prentice Hall.
• Mintzberg, H. ve Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257-272.
• Mitch, C. R. ve Samson, D. (2007). Aligning knowledge strategy and knowledge capabilities. Technology Analysis & Strategic Management, 19(1), 69-81.
• Mohamed, M. S., Khalifa, G. S., Nusari, M., Ameen, A., Al-Shibami, A. H. ve Abu-Elhassan, A. E. (2018). Effect of organizational excellence and employee performance on organizational productivity within healthcare sector in the UAE. Journal of Engineering and Applied Sciences, 13(15), 6199-6210.
• Morphew, C. C. ve Hartley, M. (2006). Mission statements: A thematic analysis of rhetoric across institutional type. The Journal of Higher Education, 77(3), 456-471.
• Morris, R. (1994). Mission statement content and firm diversification: A contingency approach. Journal of Business Strategies, 11(2), 158-189.
• Oluwaseyi, A., Christopher, O. ve Akinlabi, B. (2021). Effect of mission statement on profitability of selected deposit money banks in Lagos State, Nigeria. Sylwan, 165(6), 75-86.
• Ortiz, L. (2021). Leveraging the organizational mission statement to communicate identity, distinctiveness and purpose to primary and secondary stakeholders during COVID-19. Journal of Strategy and Management. https://doi.org/10.1108/JSMA-04-2021-0085
• Özen, Ş. ve Önder, Ç. (2020). Distinctive context, divergent pattern: Diffusion of imported management practices in Turkey and implications for late-industrializing countries. Journal of Management & Organization, https://doi.org/10.1017/jmo.2019.92
• Papulova, Z. (2014). The significance of vision and mission development for enterprises in Slovak Republic. Journal of Economics, Business and Management, 2(1), 12-16.
• Papulova, Z. (2014). The significance of vision and mission development for enterprises in Slovak Republic. Journal of Economics, Business and management, 2(1), 12-16.
• Pedersen, J. S. ve Dobbin, F. (2006). In search of identity and legitimation: Bridging organizational culture and neoinstitutionalism. American Behavioral Scientist, 49(7), 897-907.
• Pedrini, M. ve Ferri, L. M. (2018). Stakeholder management: a systematic literature review. Corporate Governance: The International Journal of Business in Society, 19(1), 44-59.
• Peteraf, M. A. (1993). The cornerstones of competitive advantage: a Resource‐Based View. Strategic Management Journal, 14(3), 179-191.
• Piatkowski, M. (2012). Factors strengthening the competitive position of SME sector enterprises. An example for Poland. Procedia-social and behavioral sciences. https://doi.org/10.1016/j.sbspro.2012.09.1001
• Porter, M. E. (1980). Competitive Strategy, Techniques for Analyzing Industries and Competitors. Free Press.
• Porter, M. E. (1985). Competitive Advantage, Creating and Sustaining Superior Performace. Free Press.
• Porter, M. E. (1996). What is Strategy?, Harvard Business Review.
• Powers, E. L. (2012). Organizational mission statement guidelines revisited. International Journal of Management & Information Systems (IJMIS), 16(4), 281-290.
• Robbins, P. S. ve Coulter, M. (2007). Management (9th edition). Upper Saddle River, New Jersey: Prentice-Hall.
• Ruef, M. ve Scott, W. R. (1998). A multidimensional model of organizational legitimacy: Hospital survival in changing institutional environments. Administrative Science Quarterly, 43(4), 877-904.
• Rugman, A. M. ve Verbeke, A. (2002). Edith Penrose's contribution to the resource‐based view of strategic management. Strategic Management Journal, 23(8), 769-780.
• Rumelt, R. P. (2012). Good Strategy/Bad Strategy: The Difference and Why It Matters. Profile Books.
• Samour, A. I. (2010). Strategic managment. The case of NGOs in Palestine (Doctoral dissertation, University of Bradford).
• Sidhu, J. (2003). Mission statements: Is it time to shelve them?. European Management Journal, 21(4), 439-446.
• Sørensen, A. R. (2016). “Too weird for banknotes”: Legitimacy and identity in the production of Danish banknotes 1947–2007. Journal of Historical Sociology, 29(2), 182-206.
• Sözüer, A. (2022). Türkiye’de tepe yöneticilerin stratejik yönetim söylemi. Stratejik Yönetim Araştırmaları Dergisi, 5(1), 1-16.
• Stone, R. A. (1996). Mission Statements Revisited. Sam Advanced Management Journal, Winter, 31-37.
• Sufi, T. ve Lyons, H. (2003). Mission statement exposed. International Journal Of Hospitality Management, 15(5), 255-265.
• Tipurić, D. ve Krajnović, A. (2020). Pressure applied: coercive isomorphism and strategic decision-making process in MNC. Zbornik Ekonomskog fakulteta u Zagrebu, 18(2), 1-13.
• Toh, S. Y., Tehseen, S., Mahmoud, A. B., Cheok, J., Grigoriou, N. ve Opute, J. (2021). Mission statement effectiveness: investigating managers' sensemaking role. Corporate Communications: An International Journal, 27(2), 329-345.
• Ülgen, H. ve Mirze, K. (2004). Stratejik Yönetim. Literatür Yayıncılık.
• Weigl, T. (2008). Strategy, structure and performance in a transition economy. Springer Fachmedien.
• Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic Management Journal, 5(2), 171-180.
• Wright, P., Pringle, C. D. ve Kroll, M. J. (1994). Strategic Management: Text and Cases. Allyn&Bacon.
• Yadav, N. ve Sehgal, V. (2019). India’s Super 50 companies and their mission statement: A multifold perspective. Journal of Strategy and Management, 12(2), 208-226.