You are here

Home » Content

İŞLETME STRATEJİLERİNİN EYLEME DÖNÜŞTÜRÜLMESİNDE STRATEJİ HARİTASI VE KURUMSAL KARNE (BSC)’NİN OLUŞTURULMASINA YÖNELİK BİR MODEL ÖNERİSİ

A MODAL SUGGESTION TOWARD FORMING THE STRATEGY MAP AND BALANCED SCORECARD WHILE TRANSFORMING BUSINESS STRATEGIES TO ACT

Journal Name:

  • Khazar Journal of Humanities and Social Sciences

Publication Year:

  • 2009

Key Words:

Author NameUniversity of Author
Abstract (2. Language): 
The free market economy model is in an evolution process which turns from product based to knowledge based structure. Naturally, this process is experienced in both macro and micro dimensions. The companies which cannot adapt themselves to the changing environment and cannot make the necessary genetic code changes may be eliminated by the companies which can succeed these. In other words, it is impossible for a company to survive without the competitive power. The competitive power of a company is an indicator of its talent of making the customers choose the company’s products rather than the rival company’s products continuously. The two basic factors that affect the competitive advantage of companies are productivity and sustainability. While productivity causes an increase in general productivity level and cost advantage, sustainability causes catching up income opportunities and prospering customer value. The overall productivity which takes place in the background of basic productivity constituent, is an indicator of how close could the company approach to the necessary technologic information and experience for reaching the level of leader company’s position in the market. The overall productivity will increase when the company reaches the level of leader companies in respect to technologic information and experience in the current market. Increasing the income opportunities that takes place in the background of expansion (sustainability) is achieved by finding new products, new markets, new associates. Developing strategies that will change the market strategies related to the factors which affect sustainable competitive superiority, can be provided by achieving a certain position till changing the market structure again. In this study, strategic road map and balanced scorecard is presented and evaluated as a performance criterion of selected strategies and strategic goals in respect to the sample model.
Bookmark/Search this post with
FULL TEXT (PDF): 
PDF icon arastirmax-isletme-stratejilerinin-eyleme-donusturulmesinde-strateji-haritasi-kurumsal-karne-bscnin-olusturulmasina-yonelik-bir-model-onerisi.pdf
  • 2
90-109
  • Turkish

REFERENCES

References: 

1. AKGÜL, B.A. (2004); İşletmelerde Yeni Performans Ölçümleme Sistemleri, Muhasebe ve Finansman, Sayı: 24.
2. BARNEY, J.B.; Looking Inside for Competitive Advantage, Academy of Management Executive, Vol. 9, No: 4, s.56.
3. BENGÜ, H. ve DEMİRGÜNEŞ, K. (2006); Ekonomik Katma Değer ve Balanced Scorecard Yaklaşımlarının Entegrasyonu, Muhasebe ve Denetime Bakış, Yıl: 6, Sayı: 20.
4. BROWN, J.B. ve McDONNELL, B. (1995), “The Balanced Scorecard: Short Term Guest or Long Term Resident”, International Journal of Contemporary Hospitality Management, Vol. 7, Issue: 2, s.1.
108 Orhan Elmacı, Şerafettin Sevim, Hakan Çelikkol
5. DOYLE, P. (2003); Değer Temelli Pazarlama, Mediacat, İstanbul.
6. ELMACI, O., ÇELİKKOL, H., AĞCA, A., ÇELİKKOL, M.M. (2004); “In Search of Vision to Increase Competitiveness, Business Resource Planning and New Approaches”, Third International Symposium on Business Administration, Çanakkale Onsekiz Mart Ünv. & Silesian University, 27-28 Mayıs 2004, Çanakkale, s.261-273.
7. ELMACI, O. ve KURNAZ, N. (2004); “Sürdürülebilir Rekabet Gücüne Yönelik Vizyon Arayışlarında Faaliyet Tabanlı Maliyetleme” (http://www.ref.sabanciuniv.edu/makale).
8. KAPLAN, R.S. ve NORTON D.P. (2006); Strateji Haritaları, Alfa Basım-Yayın-Dağıtım, İstanbul.
9. KAPLAN, R.S. ve NORTON D.P. (2003); Balanced Scorecard (Çeviren: S. Egeli), Sistem Yayıncılık, ISBN: 975-322-125-8.
10. KAPLAN, R.S. ve NORTON D.P. (1996); Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review, Jan./Fab., s.75-85.
11. KAYGUSUZ, S.; İşletmelerde Strateji Tabanlı Sorumluluk Muhasebesi Sistemi (http://www.anadolu.edu.tr/arastirma/hakemlidergiler/sosyal-bilimler/pdf/...).
12. KEÇECİOĞLU, T. (2008), “Stratejik Düşünmedeki Kesikin Viraj ya da Soyut Varlıkların Zaferi: Strateji Haritaları”, Ege Akademik Bakış / Ege Academic Review 8 (2), s.469-485.
13. KEÇECİOĞLU, T.; Değer Yaratma Süreçlerinde Strateji Haritaları: Müşteri Yönetim Süreçleri” (http://www.gfdturkiye.org/frames/KFG20-Tamer-kececioglu.pdf).
14. KUYUCU, B.A. (2005); Entellektüel Sermaye Yönetimi, Entellektüel Sermaye, ARGE Danışmanlık Yayınları, No: 7, İstanbul, ISBN: 975-93641-6-6.
15. NIVEN, P. (2002) Balanced Scorecard; Step by Step Maximizing Performance and Maintaining Result, John Wiley Pub. USA.
16. PAPATYA, N. (2003) Sürdürülebilir Rekabette Stratejik Yönetim ve Pazarlama Odağı Kaynak Tabanlılık Görüşü Kavramsal ve Kurumsal Yaklaşım, Nobel Yayın Dağıtım, Ankara.
17. PORTER, M.E. (2005); Competitive Advantage: Creating and Sustaining Superior Performance, New York: Simon-Schuster.
18. PORTER, M.E. (2003); Rekabet Stratejisi, Sistem Yayıncılık, İstanbul.
19. PORTER, M.E. (1980); Competitive Strategy, New York, Free Press.
20. ÜLGEN, H. ve MİRZE, S.K. (2004); İşletmelerde Stratejik Yönetim, Literatür Yayıncılık, İstanbul.

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