Araştırma Makalesi
BibTex RIS Kaynak Göster

MANAGEMENT AND LEADERSHIP TYPE IN AUTOMOTIVE INDUSTRY: VIEW FROM TURKEY

Yıl 2021, Cilt: 23 Sayı: 2, 853 - 867, 30.06.2021
https://doi.org/10.16953/deusosbil.836709

Öz

'Management' and 'leadership' culture in automotive industry which has an important place in Turkey’s exports, was measured with examples. Organizational culture was measured according to the typologies of 'market', ‘adhocracy', 'clan' and ‘hierarchy'. 'Competing values framework’ was used as a measurement tool on the collected first hand data. The use of the competing values framework was also enabled the identification of general organizational culture in exemplary corporations. As a result of the study, it was demonstrated that dominance of 'market' type culture which is customer and external oriented and also focuses on success and competition, in the management and leadership at automotive industry. The market culture type has been observed as the top culture type, especially in the 'organizational leadership’ dimensions of all sample corporations. In light of these results, the study showed us that the perception of success in management and leadership is intensely focused on 'business outcomes'.

Kaynakça

  • Abdi, K., Mardani, A., Senin, A., Tupenaite, L., Naimaviciene, J., Kanapeckiene, L., & Kutut, V. (2018). “The effect of knowledge management, organizational culture and organizational learning on innovation in automotive industry” Journal of Business Economics and Management, 19(1), 1-19. https://doi.org/10.3846/jbem.2018.1477
  • Brendle, M, (2001), Personality and company culture: Important contributions to innovation and a source of competitive advantage for small businesses, PhD Thesis, Clemson University, South Carolina, USA
  • Cameron, K. (2009). “An introduction to the competing values framework”. Organizational culture white paper. Haworth.
  • Cameron. K. S., Quinn. R. E. (2005). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons
  • Cameron, K. S., Quinn, R. E., DeGraff, J., Thakor, A. V, (2006), Competing values leadership: Creating value in organizations, Edward Elgar Publishing.
  • Dixit. G. K., Nanda. T. (2011). “Strategic alignment of organizational culture and climate for stimulating innovation in SMEs” International Journal of Innovation. Management and Technology. 2(1). 77.
  • Fatima, R, (2000), Perception of learning culture, concerns about the innovation, and their influence on use of an on-going innovation in the Malaysian public sector, PhD thesis, Georgia University, GA, USA
  • Hatch. M. (2004). New direction in the study of organizational change and innovation processes. Oxford University Press. New York
  • Herzog. P. (2011). Open and closed innovation: Different cultures for different strategies. Gabler Verlag. Wiesbaden
  • Ismail. W. K. W., Abdmajid. R. (2007). “Framework of the culture of innovation: A revisit” Jurnal Kemanusiaan. 9.
  • International Organization of Motor Vehicle Manufacturers (http://www.oica.net/category/production-statistics/), data retrieved on 15.03.2019
  • Neely. A., Hii. J. (1998). “Innovation and business performance: a literature review”, The Judge Institute of Management Studies. University of Cambridge. 0-65.
  • Phillips, J, (2007), Creating a culture of innovation: changing your culture to accept and embrace innovation. OVO Innovation.
  • Schein. E. H. (1992). Organizational Culture and Leadership (Vol. 2). Jossey Bass. CA. USA
  • Thuengnaitham A. (2016). “The effect of internal and external resources on innovative capabilities in Thai firms”, Journal of Economics and Sustainable Development. 7(6). 135-142.

OTOMOTİV SEKTÖRÜNDE YÖNETİM VE LİDERLİK TÜRÜ: TÜRKİYE'DEN GÖRÜNÜM

Yıl 2021, Cilt: 23 Sayı: 2, 853 - 867, 30.06.2021
https://doi.org/10.16953/deusosbil.836709

Öz

Bu çalışmada Türkiye ihracatında önemli bir yere sahip olan otomotiv sektöründe 'yönetim' ve 'liderlik' kültürü örneklerle ölçülmüştür. Örgütsel kültür, 'pazar', 'adhokrasi', 'klan' ve 'hiyerarşi' tipolojilerine göre ölçülmüştür. İlk elden toplanan veriler üzerinde bir ölçüm aracı olarak 'rekabetçi değerler çerçevesi' kullanılmıştır. ‘Rekabetçi değerler çerçevesinin’ kullanılması, örnek şirketlerde genel organizasyon kültürünün tanımlanmasını da sağlamıştır. Çalışma sonucunda otomotiv endüstrisinin yönetiminde ve liderliğinde, müşteri ve dış odaklı, aynı zamanda başarı ve rekabete odaklanan 'pazar' tipi kültürün hakimiyeti ortaya konmuştur. Pazar kültürü türü, özellikle tüm örnek şirketlerin 'organizasyonel liderlik' boyutlarında en üst kültür türü olarak gözlemlenmiştir. Bu sonuçlar ışığında çalışma bize, yönetimde ve liderlikte ‘başarı’ algısının yoğun bir şekilde 'iş sonuçlarına' odaklandığını göstermiştir.

Kaynakça

  • Abdi, K., Mardani, A., Senin, A., Tupenaite, L., Naimaviciene, J., Kanapeckiene, L., & Kutut, V. (2018). “The effect of knowledge management, organizational culture and organizational learning on innovation in automotive industry” Journal of Business Economics and Management, 19(1), 1-19. https://doi.org/10.3846/jbem.2018.1477
  • Brendle, M, (2001), Personality and company culture: Important contributions to innovation and a source of competitive advantage for small businesses, PhD Thesis, Clemson University, South Carolina, USA
  • Cameron, K. (2009). “An introduction to the competing values framework”. Organizational culture white paper. Haworth.
  • Cameron. K. S., Quinn. R. E. (2005). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons
  • Cameron, K. S., Quinn, R. E., DeGraff, J., Thakor, A. V, (2006), Competing values leadership: Creating value in organizations, Edward Elgar Publishing.
  • Dixit. G. K., Nanda. T. (2011). “Strategic alignment of organizational culture and climate for stimulating innovation in SMEs” International Journal of Innovation. Management and Technology. 2(1). 77.
  • Fatima, R, (2000), Perception of learning culture, concerns about the innovation, and their influence on use of an on-going innovation in the Malaysian public sector, PhD thesis, Georgia University, GA, USA
  • Hatch. M. (2004). New direction in the study of organizational change and innovation processes. Oxford University Press. New York
  • Herzog. P. (2011). Open and closed innovation: Different cultures for different strategies. Gabler Verlag. Wiesbaden
  • Ismail. W. K. W., Abdmajid. R. (2007). “Framework of the culture of innovation: A revisit” Jurnal Kemanusiaan. 9.
  • International Organization of Motor Vehicle Manufacturers (http://www.oica.net/category/production-statistics/), data retrieved on 15.03.2019
  • Neely. A., Hii. J. (1998). “Innovation and business performance: a literature review”, The Judge Institute of Management Studies. University of Cambridge. 0-65.
  • Phillips, J, (2007), Creating a culture of innovation: changing your culture to accept and embrace innovation. OVO Innovation.
  • Schein. E. H. (1992). Organizational Culture and Leadership (Vol. 2). Jossey Bass. CA. USA
  • Thuengnaitham A. (2016). “The effect of internal and external resources on innovative capabilities in Thai firms”, Journal of Economics and Sustainable Development. 7(6). 135-142.
Toplam 15 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Makaleler
Yazarlar

Kağan Okatan 0000-0002-0517-665X

Yayımlanma Tarihi 30 Haziran 2021
Gönderilme Tarihi 6 Aralık 2020
Yayımlandığı Sayı Yıl 2021 Cilt: 23 Sayı: 2

Kaynak Göster

APA Okatan, K. (2021). MANAGEMENT AND LEADERSHIP TYPE IN AUTOMOTIVE INDUSTRY: VIEW FROM TURKEY. Dokuz Eylül Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 23(2), 853-867. https://doi.org/10.16953/deusosbil.836709