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Strateji Formülasyonu Oluşturma Yeteneğinin İşletme Performansına Etkisinde Rekabet Şiddetinin Düzenleyici Rolü

Yıl 2011, Cilt: 12 Sayı: 1, 99 - 113, 01.01.2011

Öz

Stratejik yönetimin kalbini oluşturan strateji formülasyon yeteneği, işletmelere rekabet avantajı sağlayan temel yeteneklerin başında yer almaktadır. Hâlbuki bazı araştırmacılar bu temel yeteneğin, işletmelerin iç ve dış çevre özelliklerine bağlı olarak performanslarına etkisinin farklılaşacağını ileri sürmektedirler. Bu bağlamda, çalışmanın amacı; çevresel unsurlardan “rekabet şiddetinin”, strateji formülasyon yeteneğinin işletme performansına etkisinde düzenleyici rolünü araştırmaktır. Literatürde kullanılan ölçeklerin uyarlanmasıyla oluşturulan anket, Türkiye’de üretim sektöründe faaliyet gösteren büyük ölçekli işletmeler üzerinde uygulanmıştır. 233 firma yöneticisinden elde edilen verilerin analizi sonucunda, rekabet şiddetinin, strateji formülasyonu yeteneğinin işletme performansına olan etkisinde düzenleyici role sahip olduğu bulgusuna ulaşılmıştır.

Kaynakça

  • Atuahene-Gima, K. ve Murray, J. Y. (2004). Antecedents and Outcomes of Marketing Strategy Comprehensiveness. Journal of Marketing, Vol. 68, 33–46.
  • Alpkan, L ve Doğan, T. (2008). Stratejik Planlama Süreci Bileşenlerinin Firma Performansına Etkileri. Kocaeli Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 16 (2), 21-47.
  • Ansoff, H. I. (1987). Strategic Management of Technology. Journal of Business Strategy, 7(3), 28-39.
  • Bahaee, M S. (1992). Strategy-Comprehensiveness Fit and Performance. Australian Journal of Management, The University of New South Wales, 17 (2), 195-216.
  • Bourgeois III., L.J. ve Eisenhardt K.M. (1988). Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry. Management Science, 34 (7), 816-835.
  • Bowditch, J. L., Buono, A. F. ve Stewart, M. M. (2008). A Primer on Organizational Behavior, 7th Ed., USA: Willey & Sons.
  • Bungay, S. (2011). How to Make the Most of Your Company’s Strategy. Harvard Business Review, January–February. 132-140.
  • Ceptureanu, E.G. (2016).Competitive intensity and its implication on strategic position of companies. Journal of Quantitative Methods, 11(1), 57-62.
  • Chakravarthy, B.S. ve Doz, Y. (1992). Strategy process research: focusing on corporate self-renewal. Strategic Management Journal, 13 (Special Issue), 5– 14.
  • Chandler, Jr.A.D. (1962). Strategy and structure: Chapters in the History of the American Industrial Enterprise, 12th Ed., Massachusetts: The MIT Press.
  • Chungyalpa, W. ve Bora, B. (2015). Towards Conceptualizing Business Strategies. International Journal of Multidisciplinary Approach & Studies, Jan/Feb, 2(1), 73-83.
  • Eisenhardt. K. (1989). Making fast strategic decisions in high velocity environments. Academy of Management Journal, 32(3), 543-76.
  • Eren, E. (1998). Yönetim ve Organizasyon, İstanbul:Beta Yayın Dağıtım A.Ş.
  • Fredrickson, J.W. ve Mitchell, T.R. (1984). Strategic Decision Processes: Comprehensiveness and Performance in an Industry with an Unstable Environment. The Academy of Management Journal, Jun, 27(2), 399-423.
  • Fredrickson, J. (1984). The Comprehensiveness of Strategic Decision Processes: Extension, Observations, Future Directions. The Academy of Management Journal, 27 (3), 445-466.
  • Goll, I. ve Rasheed, A. (1997). Rational Decision-Making and Firm Performance: The Moderating Role of Environment. Strategic Management Journal. 18, 583 - 591.
  • Grant, R.M. (1991), The Resource-based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, 30 (3), 114–135.
  • Grant, R.M. ve Jordan, J. (2012). Stratejinin Temelleri, Ankara: Nobel Akademik Yayıncılık Eğitim ve Danışmanlık Tic. Ltd. Şti.
  • Gupta, A. (2013). Global business strategy: formulation and operations”, Research Journal of Business Management and Accounting, 2(4), 083- 087.
  • Hart, S. (1992). An Integrative framework for strategy making processes. Academy of Management Review, 17(2), 327-351.
  • Hart, S. ve Banbury, C. (1994). How strategy-making progresses can make differences. Strategy Management Journal, May, 15(4), 251-269.
  • Hayek, F.A. (2016). The Meaning of Compettion (1946 yılında yapılan ilk basımın tekrarı). ECON Journal Watch, 13(2), 359-372.
  • Işığıçok, E. (2008). Performans Ölçümü, Yönetimi ve İstatistiksel Analizi. İstanbul Üni. Ekonometri ve İstatistik Dergisi, 7, 1-23.
  • Judge, W.Q. ve Miller, A. (1991). Antecedents and Outcomes of Decision Speed in Different Environmental Contexts. The Academy of Management Journal, 34(2), 449-463.
  • Khan, S.A. (2015). A Conceptual Framework For Intensity of Rivalry. International Journal of Business and Management Review, 3(8), 74-8.
  • Listra, E. (2015). The concept of competition and the objectives of competitors. 20th International Scientific Conference Economics and Management ICEM, 25 – 30.
  • Magretta, J. (2012). Understanding Michael PORTER; Essential Guide to Competition and Strategy, Boston: Harvard Business Review Press.
  • Miller, C ve Cardinal, L. (1994). Strategic planning and firm performance: asynthesis of more than two decades of research. Academy of ManagementJournal, 37, 1649-1665.
  • Mintzberg, H. (1973). Strategy Making in Tree Modes. California Management Review, (pre-1986), Winter, XVI(2), 44-53.
  • Mintzberg, H., Ahlstrand, B. ve Lampel, J. (1998). Strategy Safari; A Guided Tour through The Wilds of Strategic Management, 2nd Ed., New York, USA: The Free Press.
  • Pearce II, J.A. ve David, F. (1987). Corporate Mission Statements: The Bottom Line. Academy of Management Executive, 1(2), 109-116.
  • Piest, B. (1994). Planning Comprehensiveness and Strategy in SME's. Small Business Economics, Kluwer Academic Publishers, the Netherland, 6, 387-395.
  • Polder, M., Veldhuizen, E., Von den Bergen, D. ve Von der Pijll, E. (2009). Micro and macro indicators of competition: comparison and relation with productivity change, Rotterdam: Statistics Nederland’s Publishing.
  • Porter, M.E. (1996). What is strategy. Harvard Business Review, Novamber- December, 61-78.
  • Porter, M.E. (2008). The Five Competitive Forces that Shapes Strategy. Harvard Business Review, January, 86 (1), 78-93.
  • Powell, T.C. ve Dent-Micallef, A. (1997). Information Technology as Competitive Advantage: The Role of Human, Business and Technology Resources. Strategic Management Journal, 18(5), 375-405.
  • Sarbah, A. ve Otu-Nyarko, D. (2014). An Overview of the Design School of Strategic Management (Strategy Formulation as a Process of Conception). Open Journal of Business and Management, 2, 231-249.
  • Slater, S.F., Olso, E.M. ve Hult, G. T. M. (2006). The Moderating Influence of Strategic Orientation on the Strategy Formation Capability–Performance Relationship. Strategic Management Journal, 27, 1221–1231.
  • Slater, S.F. ve Narver, J.C. (1993). Product-market strategy and performance: An analysis of the Miles and Snow Strategy Types. European Journal of Marketing, 27(10), 33-51.
  • Slater, S.F. ve Narver, J.C. (1994), Does competitive environment moderate the market orientation-performance relationship?, Journal of Marketing, 58(1), 46– 55.
  • Smith, D. J. (2014). Have you formed a personal mission statement?, Grand Rapids Business Journal, December, 15, 9-10.
  • Şahin, M.D. (2014). Stratejik Yönetime Giriş. İşletmelerde Stratejik Yönetim Kavramlar-Stratejiler-Uygulamalar, (Ed. F. Okumuş, M. Koyuncu ve E. Günlü), Ankara: Seçkin Yayıncılık.
  • Toaldo, A. M. M., Didonet, S. R. ve Luce, F. B. (2013). The Influence of Innovative Organizational Culture on Marketing Strategy Formulation and Results. Latin American Business Review, 14, 251–269.
  • Wu, W.-W. ve Lee, Y.-T. (2007). Selecting knowledge management strategies by using the analytic network process. Expert Systems with Applications, 32, 841– 847.

The Moderating Role of Competition Intensity on the Impact of Strategy Formation Capability on Business Performance

Yıl 2011, Cilt: 12 Sayı: 1, 99 - 113, 01.01.2011

Öz

Strategy formulation capability is at the forefront of core capabilities resulting in competitive advantage. However, some researchers propose that this basic capability will have different effects on businesses performance depending on internal and external environmental factors. In this context, the aim of this study is to examine the moderating role of "competition intensity", as an environmental factor, on the effect of strategic formulation capability on performance. The measurement scale has been adopted from the literature and conducted on 233 managers of large scale firms operating in manufacturing industry in Turkey. The research findings revealed the moderating effect of competitive intensity on the relationship of strategy formulation capability to business performance

Kaynakça

  • Atuahene-Gima, K. ve Murray, J. Y. (2004). Antecedents and Outcomes of Marketing Strategy Comprehensiveness. Journal of Marketing, Vol. 68, 33–46.
  • Alpkan, L ve Doğan, T. (2008). Stratejik Planlama Süreci Bileşenlerinin Firma Performansına Etkileri. Kocaeli Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 16 (2), 21-47.
  • Ansoff, H. I. (1987). Strategic Management of Technology. Journal of Business Strategy, 7(3), 28-39.
  • Bahaee, M S. (1992). Strategy-Comprehensiveness Fit and Performance. Australian Journal of Management, The University of New South Wales, 17 (2), 195-216.
  • Bourgeois III., L.J. ve Eisenhardt K.M. (1988). Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry. Management Science, 34 (7), 816-835.
  • Bowditch, J. L., Buono, A. F. ve Stewart, M. M. (2008). A Primer on Organizational Behavior, 7th Ed., USA: Willey & Sons.
  • Bungay, S. (2011). How to Make the Most of Your Company’s Strategy. Harvard Business Review, January–February. 132-140.
  • Ceptureanu, E.G. (2016).Competitive intensity and its implication on strategic position of companies. Journal of Quantitative Methods, 11(1), 57-62.
  • Chakravarthy, B.S. ve Doz, Y. (1992). Strategy process research: focusing on corporate self-renewal. Strategic Management Journal, 13 (Special Issue), 5– 14.
  • Chandler, Jr.A.D. (1962). Strategy and structure: Chapters in the History of the American Industrial Enterprise, 12th Ed., Massachusetts: The MIT Press.
  • Chungyalpa, W. ve Bora, B. (2015). Towards Conceptualizing Business Strategies. International Journal of Multidisciplinary Approach & Studies, Jan/Feb, 2(1), 73-83.
  • Eisenhardt. K. (1989). Making fast strategic decisions in high velocity environments. Academy of Management Journal, 32(3), 543-76.
  • Eren, E. (1998). Yönetim ve Organizasyon, İstanbul:Beta Yayın Dağıtım A.Ş.
  • Fredrickson, J.W. ve Mitchell, T.R. (1984). Strategic Decision Processes: Comprehensiveness and Performance in an Industry with an Unstable Environment. The Academy of Management Journal, Jun, 27(2), 399-423.
  • Fredrickson, J. (1984). The Comprehensiveness of Strategic Decision Processes: Extension, Observations, Future Directions. The Academy of Management Journal, 27 (3), 445-466.
  • Goll, I. ve Rasheed, A. (1997). Rational Decision-Making and Firm Performance: The Moderating Role of Environment. Strategic Management Journal. 18, 583 - 591.
  • Grant, R.M. (1991), The Resource-based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, 30 (3), 114–135.
  • Grant, R.M. ve Jordan, J. (2012). Stratejinin Temelleri, Ankara: Nobel Akademik Yayıncılık Eğitim ve Danışmanlık Tic. Ltd. Şti.
  • Gupta, A. (2013). Global business strategy: formulation and operations”, Research Journal of Business Management and Accounting, 2(4), 083- 087.
  • Hart, S. (1992). An Integrative framework for strategy making processes. Academy of Management Review, 17(2), 327-351.
  • Hart, S. ve Banbury, C. (1994). How strategy-making progresses can make differences. Strategy Management Journal, May, 15(4), 251-269.
  • Hayek, F.A. (2016). The Meaning of Compettion (1946 yılında yapılan ilk basımın tekrarı). ECON Journal Watch, 13(2), 359-372.
  • Işığıçok, E. (2008). Performans Ölçümü, Yönetimi ve İstatistiksel Analizi. İstanbul Üni. Ekonometri ve İstatistik Dergisi, 7, 1-23.
  • Judge, W.Q. ve Miller, A. (1991). Antecedents and Outcomes of Decision Speed in Different Environmental Contexts. The Academy of Management Journal, 34(2), 449-463.
  • Khan, S.A. (2015). A Conceptual Framework For Intensity of Rivalry. International Journal of Business and Management Review, 3(8), 74-8.
  • Listra, E. (2015). The concept of competition and the objectives of competitors. 20th International Scientific Conference Economics and Management ICEM, 25 – 30.
  • Magretta, J. (2012). Understanding Michael PORTER; Essential Guide to Competition and Strategy, Boston: Harvard Business Review Press.
  • Miller, C ve Cardinal, L. (1994). Strategic planning and firm performance: asynthesis of more than two decades of research. Academy of ManagementJournal, 37, 1649-1665.
  • Mintzberg, H. (1973). Strategy Making in Tree Modes. California Management Review, (pre-1986), Winter, XVI(2), 44-53.
  • Mintzberg, H., Ahlstrand, B. ve Lampel, J. (1998). Strategy Safari; A Guided Tour through The Wilds of Strategic Management, 2nd Ed., New York, USA: The Free Press.
  • Pearce II, J.A. ve David, F. (1987). Corporate Mission Statements: The Bottom Line. Academy of Management Executive, 1(2), 109-116.
  • Piest, B. (1994). Planning Comprehensiveness and Strategy in SME's. Small Business Economics, Kluwer Academic Publishers, the Netherland, 6, 387-395.
  • Polder, M., Veldhuizen, E., Von den Bergen, D. ve Von der Pijll, E. (2009). Micro and macro indicators of competition: comparison and relation with productivity change, Rotterdam: Statistics Nederland’s Publishing.
  • Porter, M.E. (1996). What is strategy. Harvard Business Review, Novamber- December, 61-78.
  • Porter, M.E. (2008). The Five Competitive Forces that Shapes Strategy. Harvard Business Review, January, 86 (1), 78-93.
  • Powell, T.C. ve Dent-Micallef, A. (1997). Information Technology as Competitive Advantage: The Role of Human, Business and Technology Resources. Strategic Management Journal, 18(5), 375-405.
  • Sarbah, A. ve Otu-Nyarko, D. (2014). An Overview of the Design School of Strategic Management (Strategy Formulation as a Process of Conception). Open Journal of Business and Management, 2, 231-249.
  • Slater, S.F., Olso, E.M. ve Hult, G. T. M. (2006). The Moderating Influence of Strategic Orientation on the Strategy Formation Capability–Performance Relationship. Strategic Management Journal, 27, 1221–1231.
  • Slater, S.F. ve Narver, J.C. (1993). Product-market strategy and performance: An analysis of the Miles and Snow Strategy Types. European Journal of Marketing, 27(10), 33-51.
  • Slater, S.F. ve Narver, J.C. (1994), Does competitive environment moderate the market orientation-performance relationship?, Journal of Marketing, 58(1), 46– 55.
  • Smith, D. J. (2014). Have you formed a personal mission statement?, Grand Rapids Business Journal, December, 15, 9-10.
  • Şahin, M.D. (2014). Stratejik Yönetime Giriş. İşletmelerde Stratejik Yönetim Kavramlar-Stratejiler-Uygulamalar, (Ed. F. Okumuş, M. Koyuncu ve E. Günlü), Ankara: Seçkin Yayıncılık.
  • Toaldo, A. M. M., Didonet, S. R. ve Luce, F. B. (2013). The Influence of Innovative Organizational Culture on Marketing Strategy Formulation and Results. Latin American Business Review, 14, 251–269.
  • Wu, W.-W. ve Lee, Y.-T. (2007). Selecting knowledge management strategies by using the analytic network process. Expert Systems with Applications, 32, 841– 847.
Toplam 44 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Araştırma Makalesi
Yazarlar

Bozkurt Kağan Aktürk Bu kişi benim

Mehtap Özşahin Bu kişi benim

Yayımlanma Tarihi 1 Ocak 2011
Yayımlandığı Sayı Yıl 2011 Cilt: 12 Sayı: 1

Kaynak Göster

APA Aktürk, B. K., & Özşahin, M. (2011). Strateji Formülasyonu Oluşturma Yeteneğinin İşletme Performansına Etkisinde Rekabet Şiddetinin Düzenleyici Rolü. Doğuş Üniversitesi Dergisi, 12(1), 99-113.