TY - JOUR T1 - Büyükşehir Belediyelerinin Stratejik Planlarının İçsel Tutarlılık Açısından Değerlendirilmesi TT - Evaluation of Strategic Plans of Municipalities İn Turkey: A Consistency Analysis AU - Hızıroğlu, Mahmut AU - Karaköse, Mehmet Ali AU - Cengiz, Sinan PY - 2018 DA - March JF - Stratejik Yönetim Araştırmaları Dergisi JO - JOSMR PB - Kubilay ÖZYER WT - DergiPark SN - 2636-7793 SP - 101 EP - 124 VL - 1 IS - 1 LA - tr AB - Bu çalışmanın amacı, büyükşehir belediyelerincehazırlanan stratejik planlar incelenerek, planların içeriğinde yer alan anaunsurlar arasında bir tutarlılık olup olmadığını ve dolayısıyla hazırlananstratejik planların strateji olgusunun doğasına uygun ve bilinçli bir çabanınürünü olarak hazırlanıp hazırlanmadığını ortaya koymaktır. İstanbul, Ankara veİzmir Büyükşehir Belediyelerinin stratejik planlarını örnek olay temelindeiçerik analizi ile inceleyen bu çalışmada, kurumların vizyon ve misyonlarınınstratejik amaçlara ve hedeflere ışık tutup tutmadığını ve çevre algısı (FÜTZ)ile stratejik amaçlar arasında bir ilişki kurulup kurulmadığı sorularına yanıt aranmıştır.İnceleme sonucunda büyükşehir belediyelerinin stratejik planlarının büyükoranda içsel tutarlılığa sahip olduğu belirlenmiştir. Bu çalışma stratejikplanların içsel tutarlılık analizinin nasıl yapılacağına dair bir sistematikgeliştirmesi bakımından stratejik planlama yazınına katkıda bulunmaktadır. KW - Stratejik tutarlılık KW - stratejik plan KW - stratejik plan unsurları KW - bütünsellik KW - büyükşehir belediyeleri N2 - This study aims to explore whether there is a consistency between the corecomponents of the strategic plans documented by metropolitan municipalities; andthus, to find out whether these plans are prepared as a product of conscious effort thatis appropriate to the nature of the strategy phenomenon. Based on case studies ofstrategic plans of three major metropolitan municipalities, İstanbul, İzmir andAnkara, in Turkey, a content analysis is carried out in order to answer two researchquestions: (i) to what extent do vision and mission statements of these institutions shedlight on their goals and objectives? and (ii) to what extent do their environmentalperception relate to their goals and objectives? The analysis reveals that the strategicplans of the Metropolitan municipalities have a large extent of internal consistency.This study contributes to strategic planning literature by proposing a systematic rubricabout how to conduct an internal consistency analysis of strategic plans. CR - Allison, M. ve Kaye, J. (2005). Strategic planning for nonprofit organizations, (2nd ed.), John Wiley, New York. CR - Bart,C., ve Baetz, M. (1998). “The relationship between mission statements and firm performance: An exploratory study”. Journal of Management Studies, 35(6), 823–853. CR - Boyd, B.K. (1991). “Strategic planning and financial performance: a meta‐analytic review”, Journal of management studies, 28(4), 353-374. CR - Boyne G.A. ve Walker R.M. (2010). “Strategic Management and Public Services Performance: The way Ahead”, Public Administrative Review, 70:185–192. CR - Bryson J.M. 2004. Strategic Planning for Public and Nonprofit Organizations. A Guide to Strengthening and Sustaining Organizational Achievement, III ed. San Francisco: John Wiley & Sons. CR - Bryson, J.M. (2004). Strategic planning for public and non-profit organizations: a guide to strengthening and sustaining organizational achievement, (3rd ed.), Jossey-Bass, San Francisco, CA. CR - Campbell, A. (1993), “The power of mission: aligning strategy and culture”, Planning Review, Special Issue. CR - Campbell, A. ve Yeung, S. (1991). “Brief case: Mission, vision and strategic intent”. Long Range Planning, 24(4),145–147. CR - Chance, S. ve Williams, B.T. (2009). “Assessing university strategic plans: A tool for consideration”, Educational Planning, 18 (1), p. 38-54 CR - De Carlo, M., Cugini, A., ve Zerbini, F. (2008). “Assessment of destination performance: A strategy map approach”, Tourism Review, 63 (2), p. 25-37 CR - Drucker, P. F. (1980). The deadly sins in public administration. Public administration review, 40(2), 103-106. CR - Dutton, J.E. ve Duncan, R.B. (1987). “Strategic Issue Diagnosis and Its Relationship to Organizational Change”, Strategic Management Journal, 4, 1987, p. 307-323. CR - Hartzell, G. (2002). “Controlling your own destiny: Why mission and vision statements are indispensable”, School Library Journal, 48 (11), p. 37 CR - Heracleous, L. (1998). "Strategic Thinking or Strategic Planning?", Long Range Planning, vol. 31, Iss. 3, June 1998, p. 481-487. CR - Ireland, R.D. ve Hitt, M.A. (1992), “Mission statements: importance, challenge and recommendations for development”, Business Horizons, May-June. CR - Kirkpatrick, S. (2008). “How to build a better vision statement”, Academic Leadership, 6 (4). CR - Matheson, A., Scanlan, G. ve Tanner, R. (1997). Strategic management in government: extending the reform model in New Zealand. Benchmarking, Evaluation and Strategic Management in the Public Sector, 81-103. CR - Rigby, D. (2001). “Management tools and techniques: A survey”, California Management Review, 43: 139-151. CR - Rigby, D. ve Bilodeau, B. (2011). Management tools and trends, Boston: Bain & Company CR - Whittington, R. (2006). “Completing the practice turn in strategy research”, Organization Studies, 27: 613-634. CR - Wolf, C. ve Floyd, S. W. (2017). “Strategic planning research: Toward a theory-driven agenda”, Journal of Management, 43(6), 1754-1788. UR - https://dergipark.org.tr/tr/pub/syad/issue//407767 L1 - https://dergipark.org.tr/tr/download/article-file/451152 ER -