Araştırma Makalesi
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Yıl 2022, Cilt: 31 Sayı: 2, 347 - 358, 29.10.2022

Tarik Ziyad Çelik Yusuf Ozan Yıldırım

https://doi.org/10.35379/cusosbil.986635

Öz

It is known that as a result of immense competition in production companies among developing countries, firms act with cost pressure. Firms should examine the competitive environment in which they operate and decide which strategies are the most appropriate. In the studies examining the sectoral compatibility of the strategies shows that there are generally accepted strategies in some sectors. During the pandemic period, companies had to undergo a great change and transformation. While changing expectations, needs and demands force companies to be more flexible, the appropriate strategy for companies to continue their activities is an issue that needs to be investigated. For this reason, this empirical study aims to determine which generic strategy is more effective in terms of market performance of firms in the textile industry, which is one of Turkey's locomotive sectors, and to make an inference about what the current situation is. The questionnaire form prepared after the model developmnent for the purpose of the research and sent to 120 textile companies operating in the Southeastern Anatolia region can represent the universe of the research. The research hypotheses were tested on 80 questionnaire forms obtained. As a result, in the textile sector effect of the cost leadership strategy, one of the generic strategies, on market performance was not found, and it was found that differentiation strategy had a positive effect on market performance. Finally, when the sub-branches in the textile sector are examined, it is seen that the sub-branch with the lowest averages of cost leadership, differentiation and market performance is "confection", and the sub-branch with the highest averages is "technical textile".

Kaynakça

  • Amit, R. (1986). Cost leadership strategy and experience curves. Strategic Management Journal, 7(3):281-292.
  • Ansoff, H.I. (1965). Corporate strategy. New York, NY: McGraw-Hill.
  • Aulakh, P. S., Kotabe, M., & Teegen, H. (2000). Export strategies and performance of firms from emerging economies: Evidence from Brazil, Chile, and Mexico. Academy of management Journal, 43(3), 342-361.
  • Baker, W. E., & Sinkula, J. M. (1999). Learning orientation, market orientation, and innovation: integrating and extending models of organizational performance, Journal of Market Focused Management, 4(4):295-308.
  • Baker, W. E., & Sinkula, J. M. (1999). The synergistic effect of market orientation and learning orientation on organizational performance. Journal of Academy of Marketing Science. 27(4):411-427.
  • Bracker, J. (1980). The historical development of the strategic management concept. Academy of management review, 5(2), 219-224.
  • Brenes, E. R., Montoya, D., & Ciravegna, L. (2014). Differentiation strategies in emerging markets: The case of Latin American agribusinesses. Journal of Business Research, 67:847–855.
  • Casas-Klett, T., & Li, J. (2021). Assessing the Belt and Road Initiative as a narrative: Implications for institutional change and international firm strategy. Asia Pacific Journal of Management, 1-17.
  • Chan, R.Y. and Wong, Y.H. (1999), “Bank generic strategies: does porters theory apply in an international banking center”, International Business Review, Vol. 8 Nos 5/6, pp. 561-90.
  • Cross, L. (1999), “Strategy drives marketing success”, Graphic Arts Monthly, Vol. 71 No. 2, p. 96.
  • Day, G.S., & Wensley, R. (1988). Assessing advantage: aframework for diagnosing competitive superiority. Journal of Marketing, 52: 1–20.
  • Dess, G. G., & Davis, P. S. (1984). Porter’s generic strategies determinants of strategic group membership and organizational performance. Academy of Management Review, 27, pp. 467–488.
  • Drucker, P. (1974). Management: tasks, responsibilities, practises. Harper&Row, New York
  • Drucker, P. (2008). Management. Harper Collins, New York.
  • Durmuş, B., Yurtkoru, E. S., & Çinko, M. (2013). Sosyal bilimlerde SPSS’le veri analizi. Beta Yayınları.
  • Dursun, I.T. (2013). Örgüt Kültürü ve Strateji İlişkisi: Hofstede’nin Boyutları Açısından Bir Değerlendirme. Siyaset Ekonomi ve Yönetim Araştırmaları Dergisi, 4(1).
  • Güçlü, N. (2003). Stratejik Yönetim. Gazi Eğitim Fakültesi Dergisi, 23(2): 61-85.
  • Hair Jr., J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate Data Analysis 7th Edition.
  • Hill, C.W.L. (1988). Differentiation versus low cost or differentiation and low cost: a contingency framework. Academy of Management Review, 13(3).
  • James, W.L. and Hatten, K.J. (1994), “Evaluating the performance effects of Miles and Snows strategic archetypes in banking, 1983 to 1987: big or small?”, Journal of Business Research, Vol. 31 Nos 2/3, pp. 145-54.
  • Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: antecedents and consequences. Journal of Marketing, 57(3): 53-70. http://doi.org/10.2307/1251854
  • Kim, E., Nam, D. and Stimpert, J.L. (2004), “Testing the applicability of porters generic strategies in the digital age: a study of Korean cyber malls”, Journal of Business Strategies, Vol. 21 No. 1, pp. 19-45.
  • Kim, L., & Lim, Y. (1988). Environment, generic strategies, and performance in a rapidly developing country: A taxonomic approach. Academy of Management journal, 31(4), 802-827.
  • Kling, J.A. and Smith, K.A. (1995), “Identifying strategic groups in the US airline industry: an application of the Porter model”, Transportation Journal, Vol. 35 No. 2, pp. 26-34.
  • Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: the construct, research propositions, and managerial implications. Journal of Marketing, 54(2): 1–18.
  • Kumar, K., Subramanian, R. and Yauger, C. (1997), “Performance-oriented: toward a successful strategy”, Marketing Health Services, Vol. 17 No. 2, pp. 10-20.
  • Lawless, M.W. and Finch, L.K. (1989), “Choice and determinism: a test of Hrebiniak and Joyces framework on strategy-environment fit”, Strategic Management Journal, Vol. 10, pp. 351-65.
  • Li, C. B., & Li, J. J. (2008). Achieving superior financial performance in China: differentiation, cost leadership, or both?. Journal of international Marketing, 16(3), 1-22.
  • Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure and process. New York: McGraw-Hill
  • Myers, M. B., & Harvey, M. (2001). The value of pricing control in export channels: a governance perspective. Journal of International Marketing, 9(4): 1-29.
  • Murray, A. I. (1988). A contingency view of Porter's “generic strategies”. Academy of Management Review, 13(3), 390-400.
  • Nandakumar, M. K., Ghobadian, A., & O'Regan, N. (2011). Generic strategies and performance–evidence from manufacturing firms. International Journal of productivity and performance management.
  • O’Farrell, P., Hitchens, D. and Moffat, L. (1992), “Does strategy matter? An analysis of generic strategies and performance in business service firms”, Business Strategy Review, Vol. 3 No. 1, pp. 71-87.
  • Parker, B. and Helms, M.M. (1992), “Generic strategies and firm performance in a declining industry”, Management International Review, Vol. 32 No. 1, pp. 23-9.
  • Parnell, J. A., & Wright, P. (1993). Generic strategy and performance: an empirical test of the Miles and Snow typology. British Journal of Management, 4(1), 29-36.
  • Podsakoff, P.M., MacKenzie, S.B., Lee, J.-Y. ve Podsakoff, N.P. (2003). Common Method Biases in Behavioral Re-search: A Critical Review of the Literature and Recom-mended Remedies, Journal of Applied Psychology, 88 (5): 879-903.
  • Porter, M. (1996). What is strategy? Harvard Business Review, nov-dec, on point 4134
  • Porter, M. E. (1980). Competitive strategy. New York: The Free Press.
  • Porter, M.E. (1985). Competitive advantage: creating and sustaining superior performance (New York, The Free Press).
  • Powers, T. L., & Hahn, W. (2004). Critical competitive methods, generic strategies, and firm performance. International Journal of Bank Marketing.
  • Slater:F., & Olson, E. M. (2001). Marketing's contribution to the implementation of business strategy: An empirical analysis. Strategic Management Journal, 22(11):1055-1067.
  • Spanos, Y. E., Zaralis, G., & Lioukas, S. (2004). Strategy and industry effects on profitability: evidence from Greece. Strategic management journal, 25(2), 139-165.
  • Torgovicky, R., Goldberg, A., Shvarts, S., Bar Dayan, Y., Onn, E. and Levi, Y. (2005), “Application of Porters generic strategies in ambulatory health care: a comparison of managerial perceptions in two Israeli sick funds”, Health Care Management Review, Vol. 30 No. 1, pp. 17-23.
  • Ülgen, H. Ve Mirze, S.K. (2004). İşletmelerde Stratejik Yönetim, Literatür Yayıncılık, İstanbul, 2. Basım.
  • Walker Jr, O. C., & Ruekert, R. W. (1987). Marketing's role in the implementation of business strategies: a critical review and conceptual framework. Journal of Marketing, 51(3):15-33.
  • Wright, P., Kroll, M., Tu, H. and Helms, M. (1991), “Generic strategies and business performance: an empirical study of the screw machine products industry”, British Journal of Management, Vol. 2 No. 1, pp. 57-65.
  • Zajac, E. J., Kraatz, M. S., & Bresser, R. K. (2000). Modeling the dynamics of strategic fit: A normative approach to strategic change. Strategic management journal, 21(4), 429-453.

TEKSTİL SEKTÖRÜNDE ÜRETİM YAPAN FİRMALARIN PAZAR PERFORMANSLARINDA JENERİK STRATEJİLERİN ETKİSİ

Yıl 2022, Cilt: 31 Sayı: 2, 347 - 358, 29.10.2022

Tarik Ziyad Çelik Yusuf Ozan Yıldırım

https://doi.org/10.35379/cusosbil.986635

Öz

Gelişmekte olan ülkelerdeki üretim firmalarında rekabetin yoğun olduğu ve rekabetin sonucu olarak firmaların maliyet baskısı ile hareket ettikleri bilinmektedir. Firmalar faaliyet gösterdikleri rekabet ortamını inceleyerek en uygun stratejiler için karar vermelidir. Stratejilerin sektörel uyumluluğunun incelendiği araştırmalarda, bazı sektörlerde genel kabul görmüş stratejiler olduğu da bilinmektedir. Pandemi döneminde firmalar büyük bir değişim ve dönüşüm geçirmek zorunda kalmıştır. Değişen beklenti, ihtiyaç ve istekler firmaları daha esnek olmaya zorlarken, firmaların faaliyetlerine devam edebilmesi için uygun stratejinin ne olduğu araştırılması gereken bir konudur. Bu sebeple gerçekleştirilen ampirik çalışma, Türkiye’nin lokomotif sektörlerinden biri olan tekstil sektöründe firmaların pazar performansı açısından hangi jenerik stratejinin daha etkili olduğunu belirlemek ve mevcut durumun ne olduğuna yönelik bir çıkarım yapmayı amaçlamaktadır. Araştırmanın amacına yönelik geliştirilen model sonrası hazırlanan anket formu araştırmanın evreninini temsil edebilecek Güneydoğu Anadolu Bölgesi’nde faaliyet gösteren 120 tekstil firmasına gönderilmiştir. Anketlere dönüşler sonrası elde edilen 80 anket üzerinden araştırma hipotezleri test edilmiştir. Sonuç olarak tekstil sektöründe jenerik stratejilerden maliyet liderliği stratejisinin pazar performansına etkisi bulunamamış, farklılaştırma stratejisinin ise pazar performansını olumlu yönde etkilediğine ulaşılmıştır. Son olarak tekstildeki alt dallar incelendiğinde, maliyet liderliği, farklılaştırma ve pazar performansı ortalamalarının en düşük olduğu alt dalın “konfeksiyon”, en yüksek olduğu alt dalın ise “teknik tekstil” olduğu görülmektedir

Anahtar Kelimeler

Maliyet Liderliği Farklılaştırma Jenerik Stratejileri

Kaynakça

  • Amit, R. (1986). Cost leadership strategy and experience curves. Strategic Management Journal, 7(3):281-292.
  • Ansoff, H.I. (1965). Corporate strategy. New York, NY: McGraw-Hill.
  • Aulakh, P. S., Kotabe, M., & Teegen, H. (2000). Export strategies and performance of firms from emerging economies: Evidence from Brazil, Chile, and Mexico. Academy of management Journal, 43(3), 342-361.
  • Baker, W. E., & Sinkula, J. M. (1999). Learning orientation, market orientation, and innovation: integrating and extending models of organizational performance, Journal of Market Focused Management, 4(4):295-308.
  • Baker, W. E., & Sinkula, J. M. (1999). The synergistic effect of market orientation and learning orientation on organizational performance. Journal of Academy of Marketing Science. 27(4):411-427.
  • Bracker, J. (1980). The historical development of the strategic management concept. Academy of management review, 5(2), 219-224.
  • Brenes, E. R., Montoya, D., & Ciravegna, L. (2014). Differentiation strategies in emerging markets: The case of Latin American agribusinesses. Journal of Business Research, 67:847–855.
  • Casas-Klett, T., & Li, J. (2021). Assessing the Belt and Road Initiative as a narrative: Implications for institutional change and international firm strategy. Asia Pacific Journal of Management, 1-17.
  • Chan, R.Y. and Wong, Y.H. (1999), “Bank generic strategies: does porters theory apply in an international banking center”, International Business Review, Vol. 8 Nos 5/6, pp. 561-90.
  • Cross, L. (1999), “Strategy drives marketing success”, Graphic Arts Monthly, Vol. 71 No. 2, p. 96.
  • Day, G.S., & Wensley, R. (1988). Assessing advantage: aframework for diagnosing competitive superiority. Journal of Marketing, 52: 1–20.
  • Dess, G. G., & Davis, P. S. (1984). Porter’s generic strategies determinants of strategic group membership and organizational performance. Academy of Management Review, 27, pp. 467–488.
  • Drucker, P. (1974). Management: tasks, responsibilities, practises. Harper&Row, New York
  • Drucker, P. (2008). Management. Harper Collins, New York.
  • Durmuş, B., Yurtkoru, E. S., & Çinko, M. (2013). Sosyal bilimlerde SPSS’le veri analizi. Beta Yayınları.
  • Dursun, I.T. (2013). Örgüt Kültürü ve Strateji İlişkisi: Hofstede’nin Boyutları Açısından Bir Değerlendirme. Siyaset Ekonomi ve Yönetim Araştırmaları Dergisi, 4(1).
  • Güçlü, N. (2003). Stratejik Yönetim. Gazi Eğitim Fakültesi Dergisi, 23(2): 61-85.
  • Hair Jr., J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate Data Analysis 7th Edition.
  • Hill, C.W.L. (1988). Differentiation versus low cost or differentiation and low cost: a contingency framework. Academy of Management Review, 13(3).
  • James, W.L. and Hatten, K.J. (1994), “Evaluating the performance effects of Miles and Snows strategic archetypes in banking, 1983 to 1987: big or small?”, Journal of Business Research, Vol. 31 Nos 2/3, pp. 145-54.
  • Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: antecedents and consequences. Journal of Marketing, 57(3): 53-70. http://doi.org/10.2307/1251854
  • Kim, E., Nam, D. and Stimpert, J.L. (2004), “Testing the applicability of porters generic strategies in the digital age: a study of Korean cyber malls”, Journal of Business Strategies, Vol. 21 No. 1, pp. 19-45.
  • Kim, L., & Lim, Y. (1988). Environment, generic strategies, and performance in a rapidly developing country: A taxonomic approach. Academy of Management journal, 31(4), 802-827.
  • Kling, J.A. and Smith, K.A. (1995), “Identifying strategic groups in the US airline industry: an application of the Porter model”, Transportation Journal, Vol. 35 No. 2, pp. 26-34.
  • Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: the construct, research propositions, and managerial implications. Journal of Marketing, 54(2): 1–18.
  • Kumar, K., Subramanian, R. and Yauger, C. (1997), “Performance-oriented: toward a successful strategy”, Marketing Health Services, Vol. 17 No. 2, pp. 10-20.
  • Lawless, M.W. and Finch, L.K. (1989), “Choice and determinism: a test of Hrebiniak and Joyces framework on strategy-environment fit”, Strategic Management Journal, Vol. 10, pp. 351-65.
  • Li, C. B., & Li, J. J. (2008). Achieving superior financial performance in China: differentiation, cost leadership, or both?. Journal of international Marketing, 16(3), 1-22.
  • Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure and process. New York: McGraw-Hill
  • Myers, M. B., & Harvey, M. (2001). The value of pricing control in export channels: a governance perspective. Journal of International Marketing, 9(4): 1-29.
  • Murray, A. I. (1988). A contingency view of Porter's “generic strategies”. Academy of Management Review, 13(3), 390-400.
  • Nandakumar, M. K., Ghobadian, A., & O'Regan, N. (2011). Generic strategies and performance–evidence from manufacturing firms. International Journal of productivity and performance management.
  • O’Farrell, P., Hitchens, D. and Moffat, L. (1992), “Does strategy matter? An analysis of generic strategies and performance in business service firms”, Business Strategy Review, Vol. 3 No. 1, pp. 71-87.
  • Parker, B. and Helms, M.M. (1992), “Generic strategies and firm performance in a declining industry”, Management International Review, Vol. 32 No. 1, pp. 23-9.
  • Parnell, J. A., & Wright, P. (1993). Generic strategy and performance: an empirical test of the Miles and Snow typology. British Journal of Management, 4(1), 29-36.
  • Podsakoff, P.M., MacKenzie, S.B., Lee, J.-Y. ve Podsakoff, N.P. (2003). Common Method Biases in Behavioral Re-search: A Critical Review of the Literature and Recom-mended Remedies, Journal of Applied Psychology, 88 (5): 879-903.
  • Porter, M. (1996). What is strategy? Harvard Business Review, nov-dec, on point 4134
  • Porter, M. E. (1980). Competitive strategy. New York: The Free Press.
  • Porter, M.E. (1985). Competitive advantage: creating and sustaining superior performance (New York, The Free Press).
  • Powers, T. L., & Hahn, W. (2004). Critical competitive methods, generic strategies, and firm performance. International Journal of Bank Marketing.
  • Slater:F., & Olson, E. M. (2001). Marketing's contribution to the implementation of business strategy: An empirical analysis. Strategic Management Journal, 22(11):1055-1067.
  • Spanos, Y. E., Zaralis, G., & Lioukas, S. (2004). Strategy and industry effects on profitability: evidence from Greece. Strategic management journal, 25(2), 139-165.
  • Torgovicky, R., Goldberg, A., Shvarts, S., Bar Dayan, Y., Onn, E. and Levi, Y. (2005), “Application of Porters generic strategies in ambulatory health care: a comparison of managerial perceptions in two Israeli sick funds”, Health Care Management Review, Vol. 30 No. 1, pp. 17-23.
  • Ülgen, H. Ve Mirze, S.K. (2004). İşletmelerde Stratejik Yönetim, Literatür Yayıncılık, İstanbul, 2. Basım.
  • Walker Jr, O. C., & Ruekert, R. W. (1987). Marketing's role in the implementation of business strategies: a critical review and conceptual framework. Journal of Marketing, 51(3):15-33.
  • Wright, P., Kroll, M., Tu, H. and Helms, M. (1991), “Generic strategies and business performance: an empirical study of the screw machine products industry”, British Journal of Management, Vol. 2 No. 1, pp. 57-65.
  • Zajac, E. J., Kraatz, M. S., & Bresser, R. K. (2000). Modeling the dynamics of strategic fit: A normative approach to strategic change. Strategic management journal, 21(4), 429-453.
Toplam 47 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Makaleler
Yazarlar

Tarik Ziyad Çelik 0000-0002-8011-415X

Yusuf Ozan Yıldırım 0000-0002-0346-2660

Yayımlanma Tarihi 29 Ekim 2022
Gönderilme Tarihi 24 Ağustos 2021
Yayımlandığı Sayı Yıl 2022 Cilt: 31 Sayı: 2

Kaynak Göster

APA Çelik, T. Z., & Yıldırım, Y. O. (2022). TEKSTİL SEKTÖRÜNDE ÜRETİM YAPAN FİRMALARIN PAZAR PERFORMANSLARINDA JENERİK STRATEJİLERİN ETKİSİ. Çukurova Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 31(2), 347-358. https://doi.org/10.35379/cusosbil.986635
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