Publication: ÖRGÜTSEL AMAÇ PARADOKSLARININ STRATEJİK YÖNETİM OKULLARI’NDAN KÜLTÜR OKULU AÇISINDAN DEĞERLENDİRİLMESİ
Abstract
Stratejinin oluşum sürecine yönelik yaklaşımlardan kültürel yaklaşım, strateji oluşumunun kolektif bir süreç olduğunu ve stratejinin örgüt kültüründe köklendiğini belirtmektedir. Dolayısıyla örgütlerin amaçlarına ulaşmaya çalışırken izledikleri yollar örgüt kültürüyle yakından ilişkilidir. Örgütlerin birincil amacı hayatta kalmak olup, bunu sağlayabilmek için de kâr elde etmeleri ve çevrenin de onayını alarak “meşrulaşmaları” gerekmektedir. Örgütsel amacı başarma göstergesi, kârlılık ve sorumluluktur. Fakat kârlılık ve sorumluluk da kendi içinde bir paradoksa sahiptir. Örgütler hem hayatlarını devam ettirebilmek için hem de pay sahiplerinin yatırımlarından getiri elde etmelerini sağlamak için kârlı olmaları gerekmektedir. Örgütlerin aynı zamanda paydaş gruplarına (müşteriler, çalışanlar, devlet, tedarikçiler, toplum üyeleri) karşı da sorumlulukları söz konusudur. Çalışmada bu iki amaç kültür okulu açısından değerlendirilmekte ve hayatta kalabilmek ve rekabet edebilmek için her iki amacı başarabilecek çift yönlülük (ambidexterity) stratejilerinin formüle edilebileceği bir örgüt kültürünün oluşturulması konusu tartışılmıştır.
Cultural approach to the strategy formation process suggests that strategy formation is a collective process and that the strategy is rooted in organizational culture. Therefore, the ways in which organizations pursue their goals are closely related to organizational culture. Organizations’ primary purpose is to survive, and to be able to achieve this purpose, they need to make profits and become "legitimate" by getting approval from their environment. The organizational goal achievement indicator is profitability and responsibility. However, profitability and responsibility also have a paradox within themselves. Organizations need to be profitable in order to be able to continue their lives and to enable shareholders to earn returns from their investments. Organizations also have responsibilities to stakeholder groups (customers, employees, the state, suppliers, and community members). In this study, these two goals are evaluated from the point of view of cultural school and the issue of creating an organizational culture that can formulate ambidexterity strategies which both aims (profitability and responsibility) can be achieved in order to survive and compete is discussed.
Cultural approach to the strategy formation process suggests that strategy formation is a collective process and that the strategy is rooted in organizational culture. Therefore, the ways in which organizations pursue their goals are closely related to organizational culture. Organizations’ primary purpose is to survive, and to be able to achieve this purpose, they need to make profits and become "legitimate" by getting approval from their environment. The organizational goal achievement indicator is profitability and responsibility. However, profitability and responsibility also have a paradox within themselves. Organizations need to be profitable in order to be able to continue their lives and to enable shareholders to earn returns from their investments. Organizations also have responsibilities to stakeholder groups (customers, employees, the state, suppliers, and community members). In this study, these two goals are evaluated from the point of view of cultural school and the issue of creating an organizational culture that can formulate ambidexterity strategies which both aims (profitability and responsibility) can be achieved in order to survive and compete is discussed.