Örgütsel Ustalığın Performans Yönetimi Üzerindeki Etkisi: Bir Alan Çalışması

Buket Sezer; İsmail Bakan

Derleme

Örgütsel Ustalığın Performans Yönetimi Üzerindeki Etkisi: Bir Alan Çalışması

Yıl 2017, Cilt: 14 Sayı: 2, 323 - 356, 31.10.2017

Öz

Örgütler, çoğunlukla bulundukları
piyasalarda rekabet üstünlüğü sağlayabilmek için yenilik yapma yolunu seçerek
çeşitli girişimler de bulunurlar; fakat bunun elde edilmesi çoğu zaman zor
olmaktadır. Örgütlerin, hem mevcut yeteneklerden faydalanmaları hem de
yenilerini araştırıp keşfetmeleri, rekabet avantajı sağlamak açısından oldukça
önemli olmaya başlamıştır.

Örgütsel ustalığın performans yönetimi üzerindeki
etkisini araştırmak, bu çalışmanın ana amacını oluşturmaktadır. Birincil veri
toplama aracı olarak ilgili literatürden türetilen anket yöntemi
kullanılmıştır. Hazırlanan anketler, Kahramanmaraş’ın ana sektörlerinde uygulanmıştır.
Başlangıçta 200 anket dağıtılmış olup; toplamda 142 kullanılabilir veriye
ulaşılmıştır. Anketlerin cevaplanma oranı % 71’dir. Toplanan veriler SPSS
programında değerlendirilmiştir. Öncelikle ölçeklerin güvenirlilikleri test
edilmiş, frekans analizi, korelasyon ve regresyon analizleri
kullanılmıştır.

Anahtar Kelimeler

Örgütsel Ustalık, Performans Yönetimi

Kaynakça

AKAL, Z. (2002), “İşletmelerde Performans Ölçüm ve Denetimi, Çok Yönlü Performans Göstergeleri”, Milli Prodüktivite Merkezi Yayınları, 5. Basım, No: 473, Ankara. AKDOĞAN, Ş., AKDOĞAN, A., ve CİNGÖZ, A. (2009), “Organizational Ambidexterity: An Emprical Examination of Organizational Factors as Antecedents of Organizational Ambidexterity”, Journal of Global Strategic Management, 6, ss. 17-27. AUH, S. And MENGUC, B. (2005), “Balancing Exploration and Exploitation: The moderating Role of Competitive intensity”, Journal of Business Research, 58, ss. 1652-1661. BENNER, M. J. Ve TUSHMAN, M. L. (2003), “Exploitation, Exploration and Process Management: The Productivity Dilemma Revisited”, Academy of Management, 28, (2), ss. 238-256. BİNGÖL, D. (2014), “İnsan Kaynakları Yönetimi”, Beta Basım Yayım Dağıtım, 9. Baskı, İstanbul. BİRKİNSHAW, J. And GİBSON, C. (2004), “Building Ambidexterity Into an Organization”, MIT Sloan Management Review, 45(4), ss. 47-55. BODWELL, W. Ve CHERMARK, T. J. (2012), “Organizational Ambidexterity: Integrating Deliberate and Emergent Strategy with Scenario Planning”, Technological Forecasting & Social Change, 77, ss. 193-202. BOUMGARDEN, P., NICKERSON, J. Ve ZENGER, T. (2012), “Sailing Into the Wind:Exploring the Relationships Among Ambidexterity, Vacillation and Organizational Performance”, Strategic Management Journal, 33, ss. 587-610. CAO, Q. , GEDALOVIC, E. and ZHANG, H. (2009), “Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects”, Organization Science, ss.781-796. CHANG, Y. And HUGHES, M. (2012), “Drivers of İnnovation Ambidexterity in Small- to Medium-Sized Firms”, European Management Journal, 30, ss.1– 17. CHE-HA, N.,MAVONDO, F. And SAİD, S. (2014), “Performance or Learning Goal orientation:Implications for Business Performance”,Journal of Business Research, 67, ss.2811–2820. CHEN, E.L. ve KATILA, R. (2008), “Rival Interpretations of Balancing Exploration and Exploitation: Simultaneous or Sequential?, Handbook of Technology and Innovation Management, John Wiley.
CLERCQ, D.,THONGPAPANL, N. And DİMOV, D. (2013), “Shedding New Light On The Relationship Between Contextual Ambidexterity And Firm Performance: An İnvestigation Of İnternal contingencies”, Technovation,33, ss.119–132. ERŞAHAN, B.,BÜYÜKBEŞE, T., BAKAN, İ. Ve SEZER, B. (2014), “Örgütsel Ustalık”, Edt. İsmail BAKAN, “Çağdaş Yönetim Yaklaşımları”, Beta Yayıncılık, 5. Basım, İstanbul. HE, Z. VE WONG, P. (2004), “Exploration Vs. Exploitation: An Empirical Test Of The Ambidexterity Hypothesis”,Organization Science, 15(4), ss.481-493. HELVACI, M.A. (2002), “Performans Yönetimi Sürecinde Performans Değerlendirmenin Önemi”, Ankara Üniversitesi Eğitim Bilimleri Fakültesi Dergisi, 35(1). JANSEN, J.J.P., BOSCH, A. J. Ve VOLBERDA, H. W. (2005), “Managing Potential And Realized Absorptive Capacirt: How Do Organizational Antecedents Matter?”, The Academy Of Management Journal, ss.1-41. JAVİER, T.,LEOPOLDO, G. AndANTONİA, R. (2014), “The Relationship Between Exploration And Exploitation Strategies, Manufacturing Flexibility And Organizational Learning: An Empirical Comparison BetweenNon-ISO And ISO Certified Firms”, European Journal Of Operational Research, 232 (2014),ss.72–86. KARAHAN, A. ve ÖZGÜR, E. (2011), “Hastanelerde Performans Yönetim Sistemi ve Veri Zarflama Analizi”, Nobel n Yayın Dağıtım, 2. Basım, Ankara. KORTMANN, S.,GELHARD, C., ZİMMERMANN, C. And PİLLER, F.T. (2014), “Linking Strategic Flexibility And Operational Efficiency: The Mediating Role Of Ambidextrous Operational Capabilities”, Journal Of Operations Management, 32 (2014),ss.475–490. LEE, C. and HUANG, Y. (2012), “Knowledge Stock, Ambidextrous Learning And Firm Performance”, Management Decision, 50(6), ss.1096-1116. LUBATKIN, M.H., SIMSEK, Z., LING, Y. Ve VEIGA, J.F. (2006), “AmbidexterityandPerformance in Small toMedium-SizedFirms: ThePivotal Role of Top Managemant Team Behavioral Integration”, Journal of Management, 32(5), ss.646-672. MARCH, J. G. (1991), “Exploration and Exploitation in Organizational Learning”, Organizational Science, 2 (1), ss.71-87. MENGUC, B. Ve AUH, S. (2008), “The Asymmetric Moderating Role of Market Orientation On The Ambidexterity- Firm Performance Relationship For Prospectors and Defenders”, Industrial Marketing Management, 37, ss.455-470. MİRZE, S. K. (2010), “ İşletme”, Literatür Yayıncılık, İstanbul. NUNALLY, J.C. (1978), “Psychometric Theory”, McGraw-Hill, New York. O’REILLY, C. A. and TUSHMAN, M. L. (2008), “Ambidexterity as a Dynamic Capability: Resolving the Innovator’s Dilemma”, Organizational Behaviour, 28, ss.185-206. O’REILLY, C. A. and TUSHMAN, M. L. (2013), “Organizational Ambidexterity: Past, Present and Future”, Academy of Management Perspectives (in press), ss.1-30. PALIOKAITE, A. Ve PACESA, N. (2014), “The Relationship Between Organizational Foresight and Organizational Ambidexterity”, Technological Forecasting & Social Change, 20, ss.1-17 PHİLPOTT, L. ve SHEPPARD, L.(1992), “ Managing for Improved Performance”, Edit. Michael Armstrong, “Strategiesfor Human Resource Management”,British Library Cataloguing in Publication Data, British Library, London. PİNNİNGTON A. ve EDWARDS, T. (2000), “Human Resource Management”, Oxford UniversityPressInc., New York. RAISCH, S., BIRKINSHAW, J., PROBST, G. Ve TUSHMAN, M.L. (2009), “ Organizational Ambidexterity: Balancing Exploitation and Exploration For Sustained performance”, Organization Science, 20(4), ss.685-695. RAİSCH, S. And BIRKINSHAW, J. (2008), “Organizational Ambidexterity: Antecedents Outcomes, and Moderators”, RAİSCH, S.,BİRKİNSHAW, J., PROBST, G., and THUSMAN, M. (2009), “OrganizationalAmbidexterity: BalancingExploitationand Exploration forSustainedPerformance”, OrganizationScience, 20 (4), ss.685-695. REEVES, M.,HAANAS, K., HOLLİNGSWORTH, J. Ve PASİNİ, F. L. S. (2013), “Ambidexterity: The Art of Complex Environments”, Perspectives, The Boston Colsulting Group. ŞİMŞEK, M.Ş. ve ÖGE, H.S. (2007), “Stratejik ve Uluslararası Boyutları ile İnsan Kaynakları Yönetimi”, Gazi Kitabevi, Ankara. TANSLEY, C., KIRK, S., WILLIAMS, H., and BARTON, H. (2014), “Tipping the scales: Ambidexterity Practices On E-HRM Projects”, Employee Relations, 36 (4), ss. 398-414. TUNÇER, P. (2013), “Örgütlerde Performans Değerlendirme Ve Motivasyon”, Sayıştay Dergiṡi̇, 88. TURNER, N., MAYLOR, H. Ve SWART, J. (2011), “Ambidexterity-as-Practice: Understanding the Role of the Manager in IT-Services Projects”, School of Management, ss.1-17. TUSHMAN, M.L. ve O’REILLY, C. (1996), “Ambidexterious Organizations: Managing Evolutionary and Revolutionary Change. California Management Rev. 38, ss.8-30. TUTAR, H. ve ALTINÖZ, M. (2010), “Örgütsel İklimin İşgören Performansı Üzerine Etkisi: Ostim İmalât İşletmeleri Çalışanları Üzerine Bir Araştırma”, Ankara Üniversitesi SBF Dergisi, 65, 2. VOSS, G. ve VOSS, Z.G. (2012), “Strategic Ambidexterity İn Small And medium sized Enterprises: Implementing Exploration Andexploitation İn Product And Market Domains”, Organization Science, Articles İn Advance, ss.1-9.
http://www.cnnturk.com/2012/bilim.teknoloji/bilim/08/14/her.iki.elini.de.kullanmak.deha.belirtisi/672923.0/(Erşim tarihi 19.12.2015).

Yıl 2017, Cilt: 14 Sayı: 2, 323 - 356, 31.10.2017

Buket Sezer İsmail Bakan

Öz

Kaynakça

AKAL, Z. (2002), “İşletmelerde Performans Ölçüm ve Denetimi, Çok Yönlü Performans Göstergeleri”, Milli Prodüktivite Merkezi Yayınları, 5. Basım, No: 473, Ankara. AKDOĞAN, Ş., AKDOĞAN, A., ve CİNGÖZ, A. (2009), “Organizational Ambidexterity: An Emprical Examination of Organizational Factors as Antecedents of Organizational Ambidexterity”, Journal of Global Strategic Management, 6, ss. 17-27. AUH, S. And MENGUC, B. (2005), “Balancing Exploration and Exploitation: The moderating Role of Competitive intensity”, Journal of Business Research, 58, ss. 1652-1661. BENNER, M. J. Ve TUSHMAN, M. L. (2003), “Exploitation, Exploration and Process Management: The Productivity Dilemma Revisited”, Academy of Management, 28, (2), ss. 238-256. BİNGÖL, D. (2014), “İnsan Kaynakları Yönetimi”, Beta Basım Yayım Dağıtım, 9. Baskı, İstanbul. BİRKİNSHAW, J. And GİBSON, C. (2004), “Building Ambidexterity Into an Organization”, MIT Sloan Management Review, 45(4), ss. 47-55. BODWELL, W. Ve CHERMARK, T. J. (2012), “Organizational Ambidexterity: Integrating Deliberate and Emergent Strategy with Scenario Planning”, Technological Forecasting & Social Change, 77, ss. 193-202. BOUMGARDEN, P., NICKERSON, J. Ve ZENGER, T. (2012), “Sailing Into the Wind:Exploring the Relationships Among Ambidexterity, Vacillation and Organizational Performance”, Strategic Management Journal, 33, ss. 587-610. CAO, Q. , GEDALOVIC, E. and ZHANG, H. (2009), “Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects”, Organization Science, ss.781-796. CHANG, Y. And HUGHES, M. (2012), “Drivers of İnnovation Ambidexterity in Small- to Medium-Sized Firms”, European Management Journal, 30, ss.1– 17. CHE-HA, N.,MAVONDO, F. And SAİD, S. (2014), “Performance or Learning Goal orientation:Implications for Business Performance”,Journal of Business Research, 67, ss.2811–2820. CHEN, E.L. ve KATILA, R. (2008), “Rival Interpretations of Balancing Exploration and Exploitation: Simultaneous or Sequential?, Handbook of Technology and Innovation Management, John Wiley.
CLERCQ, D.,THONGPAPANL, N. And DİMOV, D. (2013), “Shedding New Light On The Relationship Between Contextual Ambidexterity And Firm Performance: An İnvestigation Of İnternal contingencies”, Technovation,33, ss.119–132. ERŞAHAN, B.,BÜYÜKBEŞE, T., BAKAN, İ. Ve SEZER, B. (2014), “Örgütsel Ustalık”, Edt. İsmail BAKAN, “Çağdaş Yönetim Yaklaşımları”, Beta Yayıncılık, 5. Basım, İstanbul. HE, Z. VE WONG, P. (2004), “Exploration Vs. Exploitation: An Empirical Test Of The Ambidexterity Hypothesis”,Organization Science, 15(4), ss.481-493. HELVACI, M.A. (2002), “Performans Yönetimi Sürecinde Performans Değerlendirmenin Önemi”, Ankara Üniversitesi Eğitim Bilimleri Fakültesi Dergisi, 35(1). JANSEN, J.J.P., BOSCH, A. J. Ve VOLBERDA, H. W. (2005), “Managing Potential And Realized Absorptive Capacirt: How Do Organizational Antecedents Matter?”, The Academy Of Management Journal, ss.1-41. JAVİER, T.,LEOPOLDO, G. AndANTONİA, R. (2014), “The Relationship Between Exploration And Exploitation Strategies, Manufacturing Flexibility And Organizational Learning: An Empirical Comparison BetweenNon-ISO And ISO Certified Firms”, European Journal Of Operational Research, 232 (2014),ss.72–86. KARAHAN, A. ve ÖZGÜR, E. (2011), “Hastanelerde Performans Yönetim Sistemi ve Veri Zarflama Analizi”, Nobel n Yayın Dağıtım, 2. Basım, Ankara. KORTMANN, S.,GELHARD, C., ZİMMERMANN, C. And PİLLER, F.T. (2014), “Linking Strategic Flexibility And Operational Efficiency: The Mediating Role Of Ambidextrous Operational Capabilities”, Journal Of Operations Management, 32 (2014),ss.475–490. LEE, C. and HUANG, Y. (2012), “Knowledge Stock, Ambidextrous Learning And Firm Performance”, Management Decision, 50(6), ss.1096-1116. LUBATKIN, M.H., SIMSEK, Z., LING, Y. Ve VEIGA, J.F. (2006), “AmbidexterityandPerformance in Small toMedium-SizedFirms: ThePivotal Role of Top Managemant Team Behavioral Integration”, Journal of Management, 32(5), ss.646-672. MARCH, J. G. (1991), “Exploration and Exploitation in Organizational Learning”, Organizational Science, 2 (1), ss.71-87. MENGUC, B. Ve AUH, S. (2008), “The Asymmetric Moderating Role of Market Orientation On The Ambidexterity- Firm Performance Relationship For Prospectors and Defenders”, Industrial Marketing Management, 37, ss.455-470. MİRZE, S. K. (2010), “ İşletme”, Literatür Yayıncılık, İstanbul. NUNALLY, J.C. (1978), “Psychometric Theory”, McGraw-Hill, New York. O’REILLY, C. A. and TUSHMAN, M. L. (2008), “Ambidexterity as a Dynamic Capability: Resolving the Innovator’s Dilemma”, Organizational Behaviour, 28, ss.185-206. O’REILLY, C. A. and TUSHMAN, M. L. (2013), “Organizational Ambidexterity: Past, Present and Future”, Academy of Management Perspectives (in press), ss.1-30. PALIOKAITE, A. Ve PACESA, N. (2014), “The Relationship Between Organizational Foresight and Organizational Ambidexterity”, Technological Forecasting & Social Change, 20, ss.1-17 PHİLPOTT, L. ve SHEPPARD, L.(1992), “ Managing for Improved Performance”, Edit. Michael Armstrong, “Strategiesfor Human Resource Management”,British Library Cataloguing in Publication Data, British Library, London. PİNNİNGTON A. ve EDWARDS, T. (2000), “Human Resource Management”, Oxford UniversityPressInc., New York. RAISCH, S., BIRKINSHAW, J., PROBST, G. Ve TUSHMAN, M.L. (2009), “ Organizational Ambidexterity: Balancing Exploitation and Exploration For Sustained performance”, Organization Science, 20(4), ss.685-695. RAİSCH, S. And BIRKINSHAW, J. (2008), “Organizational Ambidexterity: Antecedents Outcomes, and Moderators”, RAİSCH, S.,BİRKİNSHAW, J., PROBST, G., and THUSMAN, M. (2009), “OrganizationalAmbidexterity: BalancingExploitationand Exploration forSustainedPerformance”, OrganizationScience, 20 (4), ss.685-695. REEVES, M.,HAANAS, K., HOLLİNGSWORTH, J. Ve PASİNİ, F. L. S. (2013), “Ambidexterity: The Art of Complex Environments”, Perspectives, The Boston Colsulting Group. ŞİMŞEK, M.Ş. ve ÖGE, H.S. (2007), “Stratejik ve Uluslararası Boyutları ile İnsan Kaynakları Yönetimi”, Gazi Kitabevi, Ankara. TANSLEY, C., KIRK, S., WILLIAMS, H., and BARTON, H. (2014), “Tipping the scales: Ambidexterity Practices On E-HRM Projects”, Employee Relations, 36 (4), ss. 398-414. TUNÇER, P. (2013), “Örgütlerde Performans Değerlendirme Ve Motivasyon”, Sayıştay Dergiṡi̇, 88. TURNER, N., MAYLOR, H. Ve SWART, J. (2011), “Ambidexterity-as-Practice: Understanding the Role of the Manager in IT-Services Projects”, School of Management, ss.1-17. TUSHMAN, M.L. ve O’REILLY, C. (1996), “Ambidexterious Organizations: Managing Evolutionary and Revolutionary Change. California Management Rev. 38, ss.8-30. TUTAR, H. ve ALTINÖZ, M. (2010), “Örgütsel İklimin İşgören Performansı Üzerine Etkisi: Ostim İmalât İşletmeleri Çalışanları Üzerine Bir Araştırma”, Ankara Üniversitesi SBF Dergisi, 65, 2. VOSS, G. ve VOSS, Z.G. (2012), “Strategic Ambidexterity İn Small And medium sized Enterprises: Implementing Exploration Andexploitation İn Product And Market Domains”, Organization Science, Articles İn Advance, ss.1-9.
http://www.cnnturk.com/2012/bilim.teknoloji/bilim/08/14/her.iki.elini.de.kullanmak.deha.belirtisi/672923.0/(Erşim tarihi 19.12.2015).

Toplam 3 adet kaynakça vardır.

Ayrıntılar

Bölüm	İşletme
Yazarlar	Buket Sezer İsmail Bakan
Yayımlanma Tarihi	31 Ekim 2017
Yayımlandığı Sayı	Yıl 2017 Cilt: 14 Sayı: 2

Kaynak Göster

APA	Sezer, B., & Bakan, İ. (2017). Örgütsel Ustalığın Performans Yönetimi Üzerindeki Etkisi: Bir Alan Çalışması. Kahramanmaraş Sütçü İmam Üniversitesi Sosyal Bilimler Dergisi, 14(2), 323-356.