Sivil Havacılık Sektöründe Örgütsel Çevikliğin İnşası/ Building Organizational Agility in the Civil Aviation Sector

Yıl 2025, Cilt: 7 Sayı: 2, 128 - 151, 27.12.2025

Yunus Yılan , Osman Erbay

https://doi.org/10.47105/nsb.1819333

Öz

In an era characterized by heightening global uncertainty, organizational agility has emerged as a critical capability for survival and competitiveness. This necessity is particularly acute in the aviation industry, which operates under strict safety regulations, intense competition, and rapid technological shifts. The Turkish civil aviation sector, having undergone profound transformations driven by market dynamics and digitalization, represents a unique context for examining these adaptive capabilities. Organizational agility is defined not merely as a reaction to change but as the ability to anticipate market trends, capitalize on opportunities, and execute strategic transformations. In this context, this study aims to identify the factors influencing organizational agility within the Turkish civil aviation sector through a qualitative lens. Specifically, it seeks to explore how the core dimensions of agility—speed, flexibility, competence, and responsiveness—are perceived by industry practitioners and to uncover the structural and cultural determinants that either facilitate or hinder these dimensions. By examining multidimensional variables such as bureaucratic structures, digital infrastructure, and human resources, this research addresses a gap in the sectoral literature and offers practical insights for industry stakeholders.
To achieve this, the research adopts a qualitative methodological framework to gain a deep understanding of participants' experiences. The study group consists of 15 senior managers and experts with at least five years of experience in various entities within the Turkish civil aviation sector, including airlines, ground handling services, and technical maintenance firms. Participants were selected using purposive sampling to ensure diversity in terms of age, tenure, and professional roles. Data were collected through semi-structured interviews conducted both face-to-face and via online platforms over a six-week period. The collected data were analyzed using content analysis techniques, ensuring validity and reliability through rigorous coding and context-dependent evaluation (Lincoln & Guba, 1985).
The analysis revealed that organizational agility in the aviation sector is constructed around four main themes. First, speed is conceptualized beyond mere physical velocity; it encompasses "mental speed," characterized by rapid decision-making mechanisms, immediate access to information, and the ability to learn quickly. Participants emphasized that in safety-critical situations, the authority to make instant decisions is as vital as operational speed. Second, the flexibility dimension is shaped by workforce planning and digital infrastructure. Rotational arrangements and the adaptability of employees to changing roles were found to be essential for operational continuity. However, the study highlights that flexibility is heavily dependent on the effectiveness of digital systems; system outages or lack of integration were identified as significant bottlenecks. Third, agility requires a dual layer of competence. On the individual level, skills such as digital literacy, stress management, and communication are paramount, while on the organizational level, competence is supported by state-of-the-art equipment, R&D investments, and effective human resource management. Finally, responsiveness proved critical during crises, where the ability to provide rapid responses to flight cancellations or technical failures is directly linked to stakeholder sensitivity and problem-solving capabilities.
A significant contribution of this study is the identification of structural barriers alongside these dimensions. The findings suggest that bureaucratic layers, excessive centralization, and resistance to change significantly impede agility. Participants noted that hierarchical decision-making processes often delay necessary actions in the field. Furthermore, while regulatory compliance is mandatory for safety, rigid adherence to static procedures can conflict with the dynamic nature of agility. Consequently, organizational agility in the Turkish civil aviation sector is considered a multi-layered process that transcends structural transformation. It requires a holistic approach that integrates individual competencies with organizational learning and digital adaptation. To enhance agility, the study recommends decentralizing decision-making processes, investing in continuous employee training, and fostering a corporate culture that embraces flexibility and innovation while maintaining rigorous safety standards.

Anahtar Kelimeler

Organizational Agility , Civil Aviation , Speed , Flexibility , Competence , Qualitative Research

Sivil Havacılık Sektöründe Örgütsel Çevikliğin İnşası/ Building Organizational Agility in the Civil Aviation Sector

Öz

Bu çalışmanın amacı, Türk sivil havacılık sektöründe örgütsel çevikliği etkileyen faktörleri belirlemek ve bu faktörlerin çalışan deneyimlerine yansımasını ortaya koymaktır. Nitel araştırma yöntemi kullanılarak gerçekleştirilen çalışmada, sektörde faaliyet gösteren firmaların üst düzey yöneticileri ile yarı yapılandırılmış görüşmeler yapılmıştır. İçerik analizi ile çözümlenen veriler, örgütsel çevikliğin dört temel boyutu olan hız, esneklik, yetkinlik ve cevap verebilirlik çerçevesinde incelenmiş; ayrıca yapısal engeller ve düzenleyici faktörler değerlendirilmiştir. Bulgulara göre hız yalnızca fiziksel unsurlardan ibaret olmayıp bilgiye erişim, karar alma süreci, deneyim ve kolay öğrenme gibi unsurları da içermektedir. Esneklik boyutu rotasyonel düzenlemeler, dijital sistemlerin etkinliği ve uyum yeteneği üzerinden şekillenmiştir. Yetkinlik boyutunda bireysel becerilerle birlikte örgütsel donanım ve teknoloji desteği ön plana çıkmıştır. Cevap verebilirlik boyutu ise özellikle kriz anlarında hızlı tepki, çözüm üretme ve dış paydaşlara duyarlılık açısından belirleyici olmuştur. Araştırma, bürokratik yapı, merkeziyetçilik ve teknolojik yetersizlik gibi faktörlerin çevikliği engellediğini ortaya koymuştur. Sonuç olarak örgütsel çeviklik, yalnızca yapısal bir dönüşüm değil; aynı zamanda bireysel yetkinlikler, dijital uyum, yetki devri ve örgütsel öğrenme ile desteklenmesi gereken çok katmanlı bir süreç olarak değerlendirilmektedir.

Anahtar Kelimeler

Örgütsel Çeviklik , Sivil Havacılık , Hız , Esneklik , Yetkinlik , Nitel Araştırma

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