Araştırma Makalesi
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STRATEJİK PLANLAMA SÜRECİNDE KURUM KÜLTÜRÜ ÇEŞİTLERİNİN BELİRLENMESİ: TÜRKİYE'DE DEVLET ÜNİVERSİTELERİNDE ÇALIŞAN PERSONELİN ALGISI

Yıl 2021, Cilt: 8 Sayı: 1, 231 - 255, 26.03.2021
https://doi.org/10.30798/makuiibf.799294

Öz

Bir kurumun nasıl işlediğini anlamak için öncelikle o kurumun örgüt kültürünü incelemek gereklidir ve kamu sektöründe de bu yöntem yaygın olarak kullanılmaktadır. Kültür, kamu kuruluşlarının yaptığı tüm eylemlerin, süreçlerin ve sonuçların özünü oluşturur. Yönetim kültürü kavramı aynı zamanda yeni yönetim tekniklerinin kamu sektörü alanında etkili olması ve farklı kültür tarzlarının bu sektörde uygulanabileceği fikrinin literatürde vurgulanmasıyla ön plana çıkmıştır. Değişim zamanlarında, kültür ve strateji arasındaki tutarlılık, sürdürülebilir bir organizasyon yapısı oluşturmak için özellikle önemli görülmektedir. Bu makale, Türkiye'deki bir yükseköğretim kurumunun mevcut ve gelecekte sahip olmayı istediği örgüt kültürünü araştırmayı ve bu kültür çeşitlerinin stratejik planlama süreciyle oluşturulan kurumsal hedef ve amaçlarla ne ölçüde paralellik gösterdiğini irdelemeyi amaçlamaktadır. Ampirik sonuçlar, kurum personelinin halihazırda hiyerarşi kültürünü en baskın kültür çeşidi olarak gördüğünü gösterirken, gelecekte kurumda görülmek istenen kültürün ise adhokrasi kültürü olduğunu açığa çıkarmıştır. Teorik ve ampirik çıkarımlar makale boyunca incelenmektedir.

Kaynakça

  • ACAR, Z. A. and ACAR, P. (2014), Organizational culture types and their effects on organizational performance in Turkish hospitals. Emerging Market Journals, 3(3), 18-30.
  • AHMADI, S. A. A., SALAMZADEH, Y. S., DARAEJ, M. and AKBARI, J. (2011), Relationship between Organizational Culture and Strategy Implementation: Typologies and Dimensions. Global Business and Management Research: An International Journal, 4(3-4), 286-299.
  • ALLAIRE, Y. and FIRSIROTU, M. E. (1984), Theories of Organizational Culture. Organization Studies, 5, 193-226.
  • ALVESSON, M. (2000), Understanding Organizational Culture. USA: Sage Publications.
  • ANDREWS, R., Beynon, M. and GENC, E. (2017), Strategy Implementation Style and Public Service Effectiveness, Efficiency and Equity. Administrative Sciences, 7(1), 4.
  • ARMSTRONG, J. S. and OVERTON, T. S. (1977), Estimating Non-response Bias in Mail Surveys. Journal of Marketing Research, 14(3), 396-402.
  • ASHWORTH, R. (2010), Organizational Culture, In R. Ashworth, G. A. Boyne and T. Entwistle (Eds.), Public Service Improvement: Theories and Evidence (p. 98-119) Oxford: Oxford University Press.
  • AYDINTAN, B. and GÖKSEL, A. (2012), Cameron-Freeman-Quinn Örgüt Kültürü Tipolojileri Ekseninde Örgüt Kültürü Farklılaşma Dinamikleri. Niğde Üniversitesi İİBF Dergisi, 25(2), 53-62.
  • BABNIK, K., BREZNIK, K., DERMOL, V. and SIRCA, N. T. (2014), The Mission Statement: Organisational Culture Perspective. Industrial Management and Data Systems, 114(4), 612-627.
  • BARNEY, J. B. (1986), Organizational culture: Can It Be a Source of Sustained Competitive Advantage? Academy of Management Review, 11(3), 656-665.
  • BARUCH, Y. and HOLTOM, B. C. (2008), Survey Response Rate Levels and Trends in Organizational Research. Human Relations, 61(8), 1139-1160.
  • BATE, P. (1984), The Impact of Organisational Culture on Approaches to Organisational Problem-solving. Organisation Studies, 5, 43-66.
  • BEUGELSDIJK, S., KOEN, C. and NOORDERHAVEN, N. (2009), A Dyadic Approach to the Impact of Differences in Organizational Culture on Relationship Performance. Industrial Marketing Management, 38, 312-323.
  • BLAIKIE, N. (2007), Approaches to Social Enquiry (2nd ed.). Cambridge: Polity Press.
  • BOZEMAN, B. (1979), Public Values and Interest. New York: St. Martin’s Press.
  • BRISLIN, R. W. (1970), Back-translation for Cross-cultural Research. Journal of Cross-Cultural Psychology, 1, 185-216.
  • CAMERON, K. S. and FREEMAN, S. J. (1991), Cultural Congruence, Strength and Type: Relationships to Effectiveness. Research in Organizational Change and Development, 5, 23-58.
  • CAMERON, K. S. and QUINN, R. E. (1999), Diagnosing and Changing Organizational Culture. Upper Saddle River, Nj: Prentice-Hall.
  • CAMERON, K. S. and QUINN, R. E. (2011), Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (3rd ed.). USA: Jossey-Bass a Wiley Imprint.
  • CHUA, W. F. (1986). Radical Developments in Accounting Thought. The Accounting Review, 61, 601-632.
  • DEAL, T. E. and KENNEDY, A. A. (1982), Corporate Cultures: The Rights and Rituals of Corporate Life. London: Addison-Wesley.
  • DEMİR, C., UNNU, N. A. A. and ERTÜRK, E. (2011), Diagnosing the Organizational Culture of a Turkish Pharmaceutical Company Based on the Competing Values Framework. Journal of Business Economics and Management, 12(1), 197-217.
  • Demirkaya, Y. (2015), Strategic Planning in the Turkish Public Sector. Transylvanian Review of Administrative Sciences, 15-29.
  • DENISON, D. R. (1996), What is the Difference between Organizational Culture and Organizational Climate? A Native’s Point of View on a Decade of Paradigm Wars. Academy of Management Review, 21(3), 819-854.
  • DETERT, J., SCHROEDER, R. and MAURIEL, J. (2000), A Framework for Linking Culture and Improvement Initiatives in Organisations. The Academy of Management Review, 25(4), 850-863.
  • DOBNI, C. B. and LUFFMAN, G. (2003), Determining the Scope and Impact of Market Orientation Profiles on Strategy Implementation and Performance. Strategic Management Journal, 24, 577-585.
  • DOTY, D. H., GLICK, W. H. and HUBER, G. P. (1993), Fit, Equifinality, and Organizational Effectiveness: A Test of Two Configurational Theories. Academy of Management Journal, 36, 1196-1250.
  • ERDEM, R., ADIGÜZEL, O. and KAYA, A. (2010), Akademik Personelin Kurumlarina İlişkin Algıladıkları ve Tercih Ettikleri Örgüt Kültürü Tipleri. Erciyes Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 36(Ağustos-Aralık), 73-88.
  • FERREIRA, A. I. (2014), Competing Values Framework and Its Impact on the intellectual Capital Dimensions: Evidence from Different Portuguese Organizational Sectors. Knowledge Management Research and Practice, 12, 86-96.
  • GAMBLE, A. (1988), Thatcher Revolution - The Ending of the Socialist Era. Parliamentary Affairs, 41(3), 430-433.
  • GARNETT, J. L., MAWLOWE, J. and PANDEY, S. K. (2008), Penetrating the Performance Predicament: Communication as a Mediator or Moderator of Organizational Cultures Impact on Public Organizational Performance. Public Administration Review, 68(2), 266-281.
  • HAJNAL, G. (2004), Organisational Performance of Hungarian Ministries: The Role of Organisational Culture. Paper Presented at NISPAcee Annual Conference on Central and Eastern European Countries Inside and Outside the European Union: Avoiding a New Divide, Vilnius, Lithuania, 13-16 May.
  • HARTNELL, C., OU, A. and KINICKI, A. (2011), Organizational Culture and Organizational Effectiveness: A Meta-analytic Investigation of the Competing Values Framework's Theoretical Suppositions. Journal of Applied Psychology, 96(4), 677-694.
  • HATCH, M. J. and CUNLIFFE, A. L. (2006), Organizational Theory (2nd ed.). Oxford: Oxford University Press.
  • HAY, C. (1999), The Political Economy of New Labour: Labouring under False Pretences. Manchester: Manchester University Press.
  • HELFRICH, H. D., LI, Y. F., MOHR, D. C., METERKO, M. and SALES, A. E. (2007), Assessing an Organizational Culture Instrument Based on the Competing Values Framework: Exploratory and Confirmatory Factor Analyses. Implementation Science, 2(13), 1-14.
  • JAQUES, E. (1951), The Changing Culture of a Factory. London: Tavistock/Routledge.
  • JUNG, T., SCOTT, T., DAVIES, H. T. O., BOWER, P., WHALLEY, D., MCNALLY, R. and MANNION, R. (2009), Instruments for Exploring Organizational Culture: A Review of the Literature. Public Administration Review, 69(6), 1087-1096.
  • KALLIATH, T. J., BLUEDORN, A. C. and GILLESPIE, D. C. (1999), A Confirmatory Factor Analysis of the Competing Values Instrument. Educational and Psychological Measurement, 59(1), 143-158.
  • KROEBER, A. L. and KLUCHHOLM, C. (1952), Culture: A Critical Review of concepts and Definitions. New York: Vintage.
  • LEE, S., YOON, S. J. and KANG, J. W. (2006), The Integrated Effects of Market-oriented Culture and Marketing Strategy on Firm Performance. Journal of Strategic Marketing, 14(3), 245-261.
  • MACCARTHAIGH, M. (2016), Public Service Values, Committee for Public Management Research Discussion Paper no.39, Dublin: Institute of Public Administration. Access on 16 July 2016, Http://Www.Cpmr.Gov.Ie/Documents/Public%20service%20values.Pdf
  • NEWMAN, J. (1994), Beyond the Vision: Cultural Change in the Public Sector. Public Money and Management, (April – June), 59-64.
  • OLSEN, J. P. (2005), Maybe It is Time to Rediscover Bureaucracy. Journal of Public Administration Research and Theory, 16, 1-24.
  • OSBORNE, D. and GAEBLER, T. (1992), Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector. USA: (Plume) Longman.
  • OSTROFF, C., KINICKI, A. J. and TAMKINS, M. M. (2003), Organizational Culture and Climate, In W. C. BORMAN, D. R. ILGEN, R. J. KLIMOSKI and I. WEINER (Eds.), Handbook of Psychology (p. 565–593) Hoboken, NJ: Wiley.
  • PARKER, R. and BRADLEY, L. (2000), Organisational Culture in the Public Sector: Evidence from Six Organisations. The International Journal of Public Sector Management, 13, 125-141.
  • PETTY, M. M., BEADLES, N. A., LOWERY, C. M., CHAPMAN, D. F. and CONNELL, D. W. (1995), Relationships between Organizational Culture and Organizational Performance. Psychological Reports, 76, pp. 483-492.
  • POLLITT, C. (1990), Managerialism and the Public Services: The Anglo-American Experience. Oxford: Blackwell.
  • QUINN, R. E. and ROHRBAUGH, J. (1981), A Competing Values Approach to Organizational Effectiveness. Public Productivity Review, 5, 122-140.
  • QUINN, R. E. and SPREITZER, G. M. (1991), The Psychometrics of the Competing Values Culture Instrument and an Analysis of the Impact of Organizational Culture on Quality of Life, In R. W. WOODMAN and W. A. MORE, (Eds.), Research in Organization Change and Development (p. 115 - 142) Greenwich: Jai Press.
  • SACKMANN, S. A. (1991), Uncovering Culture in Organizations. Journal of Applied Behavioural Science, 12, 295-317.
  • SAFFOLD, G. S. (1988), Culture Traits, Strength and Organizational Performance: Moving Beyond "Strong Culture"'. Academy of Management Review, 13(4), 546-58.
  • SAUNDERS, M., LEWIS, P. and THORNHILL, A. (2015), Research Methods for Business Students (7th ed.). Harlow: Pearson Education Limited.
  • SCHEIN, E. H. (2016), Organizational Culture and Leadership. USA: John Wiley and Sons.
  • SCHOLZ, C. (1987), Corporate Culture and Strategy: The Problem of Strategic Fit. Long Range Planning, 20(4), 78-87.
  • WILDEROM, C. P. M., GLUK, U. and MASLOWSKI, R. (2000), Organizational Culture as a Predictor of Organizational Performance, In N. M. ASHKENASY, C. P. M. WILDEROM. and M. F. PETERSON (Eds.), Handbook of Organizational Culture and Climate (p. 193- 209) London: Sage.
  • YARBROUGH, L., MORGAN, N. A. and VORHIES, D. V. (2011), The Impact of Product Market Strategy-Organizational Culture Fit on Business Performance. Journal of the Academy Marketing Science, 39, 555-573.
  • YÖK, Yükseköğrenim Bilgi Yönetimi Sistemi. Available online: https://istatistik.yok.gov.tr (accessed on 20 May 2020]

PRELIMINARY IDENTIFICATION OF ORGANIZATIONAL CULTURE STYLES IN THE PROCESS OF STRATEGIC PLANNING: EMPLOYEE PERCEPTION IN THE TURKISH PUBLIC HIGHER EDUCATION

Yıl 2021, Cilt: 8 Sayı: 1, 231 - 255, 26.03.2021
https://doi.org/10.30798/makuiibf.799294

Öz

It is widely accepted that culture is an essential element to understand how any organization functions and public sector organizations are certainly not out of this. Comprehending organizational culture is a prerequisite to examine the public sector thoroughly because it forms the essence of all the actions, processes and outcomes in the organizations. Indeed, the vast majority of the previous studies emphasise that the concept has become much relevant with the strategy-making process in the public organizations, which mainly needs to be consistent with the culture types of organization. In times of change, the consistency between culture and strategy is key to create a sustainable organizational structure. The paper primarily intends to explore the culture of a higher education institution in Turkey and investigates to what extent the culture of the institution is ready for an organizational change, which is aimed to be generated through the strategic planning process. The empirical results show that hierarchical culture is seen as the most dominant existing culture among other types, while the desired culture, which the members of the institution would like to embrace, appears to be adhocracy culture. Theoretical, and empirical implications, are investigated throughout the paper.

Kaynakça

  • ACAR, Z. A. and ACAR, P. (2014), Organizational culture types and their effects on organizational performance in Turkish hospitals. Emerging Market Journals, 3(3), 18-30.
  • AHMADI, S. A. A., SALAMZADEH, Y. S., DARAEJ, M. and AKBARI, J. (2011), Relationship between Organizational Culture and Strategy Implementation: Typologies and Dimensions. Global Business and Management Research: An International Journal, 4(3-4), 286-299.
  • ALLAIRE, Y. and FIRSIROTU, M. E. (1984), Theories of Organizational Culture. Organization Studies, 5, 193-226.
  • ALVESSON, M. (2000), Understanding Organizational Culture. USA: Sage Publications.
  • ANDREWS, R., Beynon, M. and GENC, E. (2017), Strategy Implementation Style and Public Service Effectiveness, Efficiency and Equity. Administrative Sciences, 7(1), 4.
  • ARMSTRONG, J. S. and OVERTON, T. S. (1977), Estimating Non-response Bias in Mail Surveys. Journal of Marketing Research, 14(3), 396-402.
  • ASHWORTH, R. (2010), Organizational Culture, In R. Ashworth, G. A. Boyne and T. Entwistle (Eds.), Public Service Improvement: Theories and Evidence (p. 98-119) Oxford: Oxford University Press.
  • AYDINTAN, B. and GÖKSEL, A. (2012), Cameron-Freeman-Quinn Örgüt Kültürü Tipolojileri Ekseninde Örgüt Kültürü Farklılaşma Dinamikleri. Niğde Üniversitesi İİBF Dergisi, 25(2), 53-62.
  • BABNIK, K., BREZNIK, K., DERMOL, V. and SIRCA, N. T. (2014), The Mission Statement: Organisational Culture Perspective. Industrial Management and Data Systems, 114(4), 612-627.
  • BARNEY, J. B. (1986), Organizational culture: Can It Be a Source of Sustained Competitive Advantage? Academy of Management Review, 11(3), 656-665.
  • BARUCH, Y. and HOLTOM, B. C. (2008), Survey Response Rate Levels and Trends in Organizational Research. Human Relations, 61(8), 1139-1160.
  • BATE, P. (1984), The Impact of Organisational Culture on Approaches to Organisational Problem-solving. Organisation Studies, 5, 43-66.
  • BEUGELSDIJK, S., KOEN, C. and NOORDERHAVEN, N. (2009), A Dyadic Approach to the Impact of Differences in Organizational Culture on Relationship Performance. Industrial Marketing Management, 38, 312-323.
  • BLAIKIE, N. (2007), Approaches to Social Enquiry (2nd ed.). Cambridge: Polity Press.
  • BOZEMAN, B. (1979), Public Values and Interest. New York: St. Martin’s Press.
  • BRISLIN, R. W. (1970), Back-translation for Cross-cultural Research. Journal of Cross-Cultural Psychology, 1, 185-216.
  • CAMERON, K. S. and FREEMAN, S. J. (1991), Cultural Congruence, Strength and Type: Relationships to Effectiveness. Research in Organizational Change and Development, 5, 23-58.
  • CAMERON, K. S. and QUINN, R. E. (1999), Diagnosing and Changing Organizational Culture. Upper Saddle River, Nj: Prentice-Hall.
  • CAMERON, K. S. and QUINN, R. E. (2011), Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (3rd ed.). USA: Jossey-Bass a Wiley Imprint.
  • CHUA, W. F. (1986). Radical Developments in Accounting Thought. The Accounting Review, 61, 601-632.
  • DEAL, T. E. and KENNEDY, A. A. (1982), Corporate Cultures: The Rights and Rituals of Corporate Life. London: Addison-Wesley.
  • DEMİR, C., UNNU, N. A. A. and ERTÜRK, E. (2011), Diagnosing the Organizational Culture of a Turkish Pharmaceutical Company Based on the Competing Values Framework. Journal of Business Economics and Management, 12(1), 197-217.
  • Demirkaya, Y. (2015), Strategic Planning in the Turkish Public Sector. Transylvanian Review of Administrative Sciences, 15-29.
  • DENISON, D. R. (1996), What is the Difference between Organizational Culture and Organizational Climate? A Native’s Point of View on a Decade of Paradigm Wars. Academy of Management Review, 21(3), 819-854.
  • DETERT, J., SCHROEDER, R. and MAURIEL, J. (2000), A Framework for Linking Culture and Improvement Initiatives in Organisations. The Academy of Management Review, 25(4), 850-863.
  • DOBNI, C. B. and LUFFMAN, G. (2003), Determining the Scope and Impact of Market Orientation Profiles on Strategy Implementation and Performance. Strategic Management Journal, 24, 577-585.
  • DOTY, D. H., GLICK, W. H. and HUBER, G. P. (1993), Fit, Equifinality, and Organizational Effectiveness: A Test of Two Configurational Theories. Academy of Management Journal, 36, 1196-1250.
  • ERDEM, R., ADIGÜZEL, O. and KAYA, A. (2010), Akademik Personelin Kurumlarina İlişkin Algıladıkları ve Tercih Ettikleri Örgüt Kültürü Tipleri. Erciyes Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 36(Ağustos-Aralık), 73-88.
  • FERREIRA, A. I. (2014), Competing Values Framework and Its Impact on the intellectual Capital Dimensions: Evidence from Different Portuguese Organizational Sectors. Knowledge Management Research and Practice, 12, 86-96.
  • GAMBLE, A. (1988), Thatcher Revolution - The Ending of the Socialist Era. Parliamentary Affairs, 41(3), 430-433.
  • GARNETT, J. L., MAWLOWE, J. and PANDEY, S. K. (2008), Penetrating the Performance Predicament: Communication as a Mediator or Moderator of Organizational Cultures Impact on Public Organizational Performance. Public Administration Review, 68(2), 266-281.
  • HAJNAL, G. (2004), Organisational Performance of Hungarian Ministries: The Role of Organisational Culture. Paper Presented at NISPAcee Annual Conference on Central and Eastern European Countries Inside and Outside the European Union: Avoiding a New Divide, Vilnius, Lithuania, 13-16 May.
  • HARTNELL, C., OU, A. and KINICKI, A. (2011), Organizational Culture and Organizational Effectiveness: A Meta-analytic Investigation of the Competing Values Framework's Theoretical Suppositions. Journal of Applied Psychology, 96(4), 677-694.
  • HATCH, M. J. and CUNLIFFE, A. L. (2006), Organizational Theory (2nd ed.). Oxford: Oxford University Press.
  • HAY, C. (1999), The Political Economy of New Labour: Labouring under False Pretences. Manchester: Manchester University Press.
  • HELFRICH, H. D., LI, Y. F., MOHR, D. C., METERKO, M. and SALES, A. E. (2007), Assessing an Organizational Culture Instrument Based on the Competing Values Framework: Exploratory and Confirmatory Factor Analyses. Implementation Science, 2(13), 1-14.
  • JAQUES, E. (1951), The Changing Culture of a Factory. London: Tavistock/Routledge.
  • JUNG, T., SCOTT, T., DAVIES, H. T. O., BOWER, P., WHALLEY, D., MCNALLY, R. and MANNION, R. (2009), Instruments for Exploring Organizational Culture: A Review of the Literature. Public Administration Review, 69(6), 1087-1096.
  • KALLIATH, T. J., BLUEDORN, A. C. and GILLESPIE, D. C. (1999), A Confirmatory Factor Analysis of the Competing Values Instrument. Educational and Psychological Measurement, 59(1), 143-158.
  • KROEBER, A. L. and KLUCHHOLM, C. (1952), Culture: A Critical Review of concepts and Definitions. New York: Vintage.
  • LEE, S., YOON, S. J. and KANG, J. W. (2006), The Integrated Effects of Market-oriented Culture and Marketing Strategy on Firm Performance. Journal of Strategic Marketing, 14(3), 245-261.
  • MACCARTHAIGH, M. (2016), Public Service Values, Committee for Public Management Research Discussion Paper no.39, Dublin: Institute of Public Administration. Access on 16 July 2016, Http://Www.Cpmr.Gov.Ie/Documents/Public%20service%20values.Pdf
  • NEWMAN, J. (1994), Beyond the Vision: Cultural Change in the Public Sector. Public Money and Management, (April – June), 59-64.
  • OLSEN, J. P. (2005), Maybe It is Time to Rediscover Bureaucracy. Journal of Public Administration Research and Theory, 16, 1-24.
  • OSBORNE, D. and GAEBLER, T. (1992), Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector. USA: (Plume) Longman.
  • OSTROFF, C., KINICKI, A. J. and TAMKINS, M. M. (2003), Organizational Culture and Climate, In W. C. BORMAN, D. R. ILGEN, R. J. KLIMOSKI and I. WEINER (Eds.), Handbook of Psychology (p. 565–593) Hoboken, NJ: Wiley.
  • PARKER, R. and BRADLEY, L. (2000), Organisational Culture in the Public Sector: Evidence from Six Organisations. The International Journal of Public Sector Management, 13, 125-141.
  • PETTY, M. M., BEADLES, N. A., LOWERY, C. M., CHAPMAN, D. F. and CONNELL, D. W. (1995), Relationships between Organizational Culture and Organizational Performance. Psychological Reports, 76, pp. 483-492.
  • POLLITT, C. (1990), Managerialism and the Public Services: The Anglo-American Experience. Oxford: Blackwell.
  • QUINN, R. E. and ROHRBAUGH, J. (1981), A Competing Values Approach to Organizational Effectiveness. Public Productivity Review, 5, 122-140.
  • QUINN, R. E. and SPREITZER, G. M. (1991), The Psychometrics of the Competing Values Culture Instrument and an Analysis of the Impact of Organizational Culture on Quality of Life, In R. W. WOODMAN and W. A. MORE, (Eds.), Research in Organization Change and Development (p. 115 - 142) Greenwich: Jai Press.
  • SACKMANN, S. A. (1991), Uncovering Culture in Organizations. Journal of Applied Behavioural Science, 12, 295-317.
  • SAFFOLD, G. S. (1988), Culture Traits, Strength and Organizational Performance: Moving Beyond "Strong Culture"'. Academy of Management Review, 13(4), 546-58.
  • SAUNDERS, M., LEWIS, P. and THORNHILL, A. (2015), Research Methods for Business Students (7th ed.). Harlow: Pearson Education Limited.
  • SCHEIN, E. H. (2016), Organizational Culture and Leadership. USA: John Wiley and Sons.
  • SCHOLZ, C. (1987), Corporate Culture and Strategy: The Problem of Strategic Fit. Long Range Planning, 20(4), 78-87.
  • WILDEROM, C. P. M., GLUK, U. and MASLOWSKI, R. (2000), Organizational Culture as a Predictor of Organizational Performance, In N. M. ASHKENASY, C. P. M. WILDEROM. and M. F. PETERSON (Eds.), Handbook of Organizational Culture and Climate (p. 193- 209) London: Sage.
  • YARBROUGH, L., MORGAN, N. A. and VORHIES, D. V. (2011), The Impact of Product Market Strategy-Organizational Culture Fit on Business Performance. Journal of the Academy Marketing Science, 39, 555-573.
  • YÖK, Yükseköğrenim Bilgi Yönetimi Sistemi. Available online: https://istatistik.yok.gov.tr (accessed on 20 May 2020]
Toplam 59 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Araştırma Makaleleri
Yazarlar

Ali Osman Öztürk

Elif Genç Tetik 0000-0002-6306-8550

Yayımlanma Tarihi 26 Mart 2021
Gönderilme Tarihi 23 Eylül 2020
Yayımlandığı Sayı Yıl 2021 Cilt: 8 Sayı: 1

Kaynak Göster

APA Öztürk, A. O., & Genç Tetik, E. (2021). PRELIMINARY IDENTIFICATION OF ORGANIZATIONAL CULTURE STYLES IN THE PROCESS OF STRATEGIC PLANNING: EMPLOYEE PERCEPTION IN THE TURKISH PUBLIC HIGHER EDUCATION. Journal of Mehmet Akif Ersoy University Economics and Administrative Sciences Faculty, 8(1), 231-255. https://doi.org/10.30798/makuiibf.799294