You are here

KÖKEN ÜLKELERDE YAŞANAN DIŞSAL ŞOKLARIN BAĞLI FİRMALAR ÜZERİNDEKİETKİLERİ: BİR ÖRNEK OLAY ÇALIŞMASI

EXTERNAL SHOCKS ENCOUNTERED IN COUNTRIES OF ORIGIN AND EFFECTS OF THESE SHOCKS ON THE ACTIVITIES OF SUBSIDIARY COMPANIES: A CASE STUDY

Journal Name:

Publication Year:

Keywords (Original Language):

Author NameUniversity of AuthorFaculty of Author
Abstract (2. Language): 
This study focuses on how the shock wave caused by the earthquake in Japan, the subsequent tsunami and nuclear disaster affectedthe subsidiary companies belonging to the transnational enterprises of Japanese-origin and, on the basis of a case study, what kinds of changes such shock waves caused in the management mentality and policies of the parent company concerning the subsidiary companies. According to gathered data; the external shock encountered did not cause a radical process change on the subsidiary companies of Toyota, which almost means an entire self-recreation. What is more important is that clear decisions have not been made in order to eliminate the effects of the external shock that change depending on the tendencies of the company concerning the subsidiary companies. Even in the case where these decisions were made, it is not really possible to construe the decision and the changes in the practices and policies realized depending on such a decision as radical changes about the tendencies of the parent company concerning the subsidiary companies. Therefore, it can be said that the decisions that are likely to be taken as a result of the discussions made would more likely be congruence-type changes, which strengthen their strategic tendencies in order not to encounter the adverse results that occur after a similar external shock.
Abstract (Original Language): 
Bu çalışmada ilk olarak, köken ülkede yaşanan dışsal şokların alıcıülkelerdeki bağlıfirmalarınasıl etkilediğine odaklanılmıştır. İkinci olarak ise, dışsal şokun bağlıfirma üzerindeki etkilerine bağlıolarak ana firmanın bağlıfirmalara ilişkin yönetim anlayışıve politikalarında ne tür değişiklikler tartışıldığı/yapıldığıortaya konulmaya çalışılmıştır. Bu iki temel amaç çerçevesinde Japonya da yaşanan deprem ve akabinde gerçekleşen tusunami ile nükleer kriz felaketinin önemli bir Japon işletmesi olan Toyota’nın Türkiye’deki bağlıfirmasında incelemeler yapılmıştır. Bir örnek olay çalışması şeklinde tasarlanan araştırma sonuçları, bağlıfirma olan Toyota Otomotiv Sanayi Türkiye A.Ş’nin, üretim girdileri bağlamında köken ülkedeki ana işletmeye olan yüksek bağımlılığısebebiyle, dışsal şoktan özellikle kısa vadede oldukça ciddi biçimde etkilendiğini göstermektedir. Bu etkilenmeye bağlıolarak ana firmanın bağlıfirmalara yönelik uygulamakta olduğu tedarik politikasıbaşta olmak üzere bazıpolitikalarının değiştirilmesine yönelik tartışmalar ise henüz bir karara bağlanmamıştır. Ancak yapılmakta olan tartışmalar göz önüne alındığında, bu tartışmalar sonucunda alınmasımuhtemel kararlarla ana firmanın bağlıfirmalara yönelik politikalarında radikal değişiklikler yapmayıdüşünmediği söylenebilir.

REFERENCES

References: 

Amburgey, T.L., Kelly, D. and Barnett, P. (1993) Resetting the clock: The dy-namics of organizational change and
failure, Administrative Science Quarterly, 38, p:51-73.
Anderson, E. and Gatignon, H. (1986) “Modes of foreign entry: A Transaction cost analysis and propositions”
Journal of International Business Studies, 17 p:1-26.
Astley, W.G. and Van De Ven, A.H. (1983) Central perspectives and de-bates in organization theory,
Administrative Science Quarterly, 28, p:245-273.
Barnett, W.P. and Caroll, G.R. (1995) Modeling internal organiza-tional change. In Annual Review of Sociology,
21, p: 217- 236.
Barney,J. (1991) “Firm resources and sustained competitive advantage” Journal of Management, 17, p:99-120.
Baum, A. C. (1990) Inertial and Adaptive Patterns in the Dynamics of Organizational Change, Academy of
Management Best Papers proceedings, 165-169.
Child, J. (1972) Organizational Structure, Environment and Performance: The role of Strategic Choice, Sociol., 6,
p: 1-22.
Cyert, R. M. and March, J.G. (1963) A Behavioral Theory of the Firm, Englewood Cliffs, NJ: Prentice-Hall.
Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, Sayı 33, Ağustos 2012  249 
Delios, A. and Beamish, A. (1999) Geographic scope, product, diversification and corporate performance of
Japanese Fims, Strategic Management Journal, 20 (8): p. 711-727.
Erramili, M. K. (1990) “Entry mode choice in service industries” International Marketing Review, 5, p: 50–62.
Gersick, C.J. (1991) Revolutionary change theories: A multilevel exploration of the punctuated change paradigm."
Academy of Management Review, 16, p: 10-36.
Greenwood, R. and Hinings, C.R (1988) Organizational design types, tracks and the dynamics of strategic change,
Organization Studies, 9, p: 293-316.
Hartley, J (2004). Case study research. In Catherine Cassell & Gillian Symon (Eds.), Essential guide to qualitative
methods in organizational research (pp.323-333). London: Sage.
Haveman, H.A. (1990) Structural Inertia Revisited: Diversification and Performance in Califor-nia Savings and
Loans, unpublished phD Dissertation, University of California at Berkeley.
Kogut, B. (1985) Designing global strategies: Profiting from operational flexibility, Sloan Management Review, 27:
p. 27-38.
Lawrence, P.R. and LORSCHi, J.W. (1967) Organizationan d Environment: Managing Differentiation and
Integration, Boston, MA: Graduate School of Business Administration.
Levinthal, D.A. (1991) Organizational Adaptation and Environmental Selection-Interrelated Processes of Change,
Organization Science, Vol. 2, No. 1, Special Issue: Organizational Learning: Papers in Honor of (and by) James G.
March (1991), pp. 140-145.
Li, S. and Tallman, S. (2011) MNC Strategies , Exogenous Shocks, and performance outcomes, Strategic
Management Journal, 32: p 1119-1127.
Miller, D. and Friesen, P.H. (1980) Structural changeand perfor-mance: Quantum vs. piece-meal-incremental ap-proaches." Academy of Management Journal, 25, p: 867-892.
Morck, R and Yeung, B. (1991) Why investors value multinationality, Journal of Business, 64: p. 165-187.
Perrow, C. (1994) Dialogue: Pfeffer slips! Academy of Management Review, 19, p: 191-204.
Rundh, B. (2001) International marketdevelopment: new patterns in SMEs international market behaviour,
Marketing Intelligence & Planning, 19/5, p: 319-29.
Scott, W. R. (1987) Organizations: Rational, Natural, and Open Systems, Englewood Cliffs, NJ: Prentice-Hall
Singh, J. V., House. R.J. and Tucker, D.J (1986) Organizational Change and Organizational Mortality,
Administrative Science Quarterly, 31, p: 587-611.
Tallman S. and Li J. (1996) Effects of international diversity and product diversity on the performance of
multinational firms Academy of Management Journal39: p: 179–197.
Taş, A., Hızıroğlu M., Çakan, S. (2011) “Ulusal İşSistemlerinin Ulus Ötesi UzantılarıOlabilir mi? Ulus Ötesi
İşletmelerin AlıcıÜlkelerdeki Örgütsel FormlarıKöken Ülkelerdeki Örgütsel Formların İzlerini Taşıyor Mu?”
Akademik BakışDergisi, Sayı25.
Tushman M, Romanelli E. (1985) Organizational evolution: a metamorphosis model of convergence and
reorientation. In Research in Organization Behavior(Volume 7), Cummings L, Staw B (eds). JAI: Greenwich, CT:
p: 171–222.
250           DPUJSS, Number 33, August 2012  
Tushman M, Romanelli E. (1994) Organizational transforma-tion as punctuated equilib-rium: An empirical test,
Academy of Management Journal, 37, p: 1141-1166.
Van de Ven, A.H. and Poole, S. (1995) Explaining development and change in organizations. Academy of
Management Review, 20. P: 510-540.
Winter, S. G. (1990) Survival, Selection, and Inheritance in Evolutionary Theories of Organization, in Jitendra
Singh (Ed.), Organizational Evolution: New Directions. Sage Press.
Xu, D. & Shenkar, O. (2002) “Institutional Distance and the Multinational Enterprise” Academy of Management
Review, Vol.27, No:4, 608-618.
Yin, R. (1994). Case study research: Design and methods (2nd ed.). Beverly Hills, CA: Sage Publishing

Thank you for copying data from http://www.arastirmax.com