the proceedings of - mehmet akif ersoy...
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THE PROCEEDINGS OF
9th
INTERNATIONAL
STRATEGIC MANAGEMENT
CONFERENCE
New Directions in Sustainable Growth and Innovation
Strategies
June 27-29, 2013, Riga-Latvia
9th INTERNATIONAL STRATEGICMANAGEMENT CONFERENCE
New Directions in Sustainable Growth and Innovation Strategies
June 27-29, 2013Riga, Latvia
Statements of facts or opinions appearing in Proceedings of the 9th International Strategic Management Conference are solely those of the authors and do not imply endorsement by the Organization Committee or publisher
Honorary PresidentsOrhan ŞAHİN (Ph.D.)
Marcis Auzinsh, (Ph.D.)Nihat Küçüksavaş (Ph.D.)
ChairmanErol EREN (Ph.D.)
Co-ChairsOya ERDİL (Ph.D.)
Ali AKDEMİR (Ph.D.)
EditorMehtap ÖZŞAHİN
ISBN978-605-86554-0-9
Organizing Institutions
Gebze Institute of TechnologyUniversity of Latvia
Arel University
Printed inNet K›rtasiye Tan. ve Matbaa San. Tic. Ltd. Sti.
Taksim Cad. Yo€urtçu Faik Sok. No: 3 Taksim Beyoglu/ISTANBUL Tel: (0-212) 249 40 60 (Sertifika No. 13723)
iii
TABLE OF CONTENTS
SUSTAINABILITY AND GROWTH
Economic And Environmental Evaluation Via An Integrated Method Based On LCA And MCDA (FABIO DE
FELICE, FABRIZIO CAMPAGIORNI, ANTONELLA PETRILLO)
3
A Look At The EU Countries’ Carbon Dioxide Emissions And Turkey’s Sustainable Industrial Growth (SUDI
APAK, ERHAN ATAY)
13
The Strategic Role Of Infant Mortality In The Process Of Economic Growth: An Application For High Income
OECD Countries (ENGIN ERDOĞAN, MELIHA ENER, FEYZA ARICA)
21
Strategies Of Albanian Economy To Meet Economic Policies Of EU (TERIDA MEHILLI, FJONA ZENELI)
31
An Overview Of GDP And Internet Banking Relations In The EU Versus China (ERHAN ATAY, SUDI APAK)
41
New Patterns In Corporate Sustainable Growth?( JOHN PARM. ULHOI, HENNING MADSEN)
51
Development Of International Freight Transit In Latvia (ALDIS BULIS, ROBERTS ŠKAPARS)
61
The Impact Of Romania’s Eu Accession On The Foreign Direct Investments Location - A Manufacturing Sector
Analysis – (DANCIU ANIELA RALUCA, STRAT VASILE ALECSANDRU)
67
A Management Strategy Within Sustainable City Marketing Context: Cittaslow (ERCAN BALDEMIR, FUNDA
KAYA, TEZCAN KAŞMER ŞAHIN)
77
Analysis Of Iraq’s Pre-Import Inspection, Testing & Certification Program: An A’wot Analysis (ÖZGÜR ÖZMEN,
AHMET DEMIR, RAMAZAN TURAN, MIRAY CELEPLI)
87
The Link Between Unemployment Rate And Real Output In Eurozone: A Panel Error Correction Approach
(BÜLENT DOĞRU)
95
The Effect of Schooling Enrolment Rates on Economic Sustainability (FULYA TAŞEL, E. BEYZA BAYARÇELIK)
105
Power Perception Of Developing Countries In Their Sustainable Growth And Innovation Strategies (AHMET
UÇAKTÜRK, FAIK ÇELIK, HARUN DEMIRKAYA, TÜLAY UÇAKTÜRK)
113
Strategic Brand Management Based On Sustainable-Oriented View: An Evaluation In Turkish Home Appliance
Industry (T. SABRI ERDIL)
123
Enhancing Business Sustainability: Improving Business Policy’s Methodology By Managerial Principles’
Development (ROSTISLAV KOPITOV)
135
Natural Environment As A Strategic Issue For Firms: Theoretical Perspectives (KURTULUŞ YILMAZ GENÇ)
145
Effects Of Green Manufacturing And Eco-Innovation On Sustainability Performance (BÜLENT SEZEN, SIBEL
YILDIZ ÇANKAYA)
159
ORGANIZATIONAL BEHAVIOR AND BUSINESS ETHICS
Daddy, What’s Next? The Effect Of Paternalist Leadership On Perceived Uncertainty in Organizations Which Had
Gone Through Merger Or Acquisition (FUNDA ÖZER, BİNALİ DOĞAN, CİHAN TINAZTEP)
171
The Role of Psychological Capital and Trust in Individual Performance and Job Satisfaction Relationship: A Test of
Multiple Mediation Model (M.GÖKHAN BITMIŞ, AZIZE ERGENELI)
181
A Study Of Motivational Factors Associated With Peer-To-Peer (P2P) File-Sharing (MEHPARE TOKAY ARGAN,
METİN ARGAN, ALPER OZER, HUSEYİN KOSE)
189
iv
An Exploratory Research On Strategic Planning In Public Institutions: Turkish Prime Ministry Disaster And
Emergency Management Presidency Case (EBRU CAYMAZ, FEHMI VOLKAN AKYON, FAHRI ERENEL)
199
Impact Of New Entry Strategic Technology On Frequency Words Analysis In Translation, Literature And Inter-
Cultural Communication (EDLIRA ÇERKEZI, QANI MUKA, EVIS ÇELO, ALBA DUMI)
205
An Investigation Of The Relationship Between Social Loafing And Organizational Citizenship Behaviour (HIMMET
KARADAL, MUHAMMET SAYGIN)
215
Perceived Managerial And Leadership Effectiveness Within Turkish Public Sector Hospitals (UĞUR YOZGAT,
SAFIYE ŞAHIN)
225
The Effect Of Organizational Culture On Organizational Image And Identity: Evidence From A Pharmaceutical
Company (DURSUN BINGÖL, İRGE ŞENER, EMIN ÇEVIK)
233
In The Strategic Sense, Evaluating Transactional And Relational Employee’s Expectations As A Reflection Of
Emotional Contract (SEYFI TOP)
243
Manager’s Roles And Profiles: Evidence From Bursa (NILÜFER RÜZGAR, MUSTAFA KURT)
253
A Research To Determine The Relationship Between Organizational Justice And Psychological Ownership Among
Non-Family Employees In A Family Business (CEREN GIDERLER ATALAY, DERYA ERGUN ÖZLER)
259
The Effects Of Individual Creativity And Organizational Climate On Innovativeness (HÜLYA
G.ÇEKMECELIOĞLU, AYŞE GÜNSEL)
269
The Moderating Role Of Locus Of Control On The Links Between Perceived Ethical Problem And Ethical Intentions
Of Marketing Managers In Turkey (VOLKAN ÖZBEK, ÜMIT ALNIAÇIK, M. EMIN AKKILIÇ, FATIH KOÇ)
277
Does Person-Organization Fit Moderate The Effects Of Affective Commitment And Job Satisfaction On Turnover
Intentions? (ESRA ALNIAÇIK, ÜMIT ALNIAÇIK, SERHAT ERAT, KÜLTIGIN AKÇİN)
285
Perceived Academic Code Of Ethics: A Research On Turkish Academics (MÜGE LEYLA YILDIZ, GÜLNUR İÇLİ,
A. ERCAN GEGEZ)
295
Business Ethics, Social Responsibility And Corporate Governance: Does Strategic Management Field Really Care
These Concepts? (EYÜP AYGÜN TAYŞIR, YENER PAZARCIK)
307
The Impact Of Corporate Social Responsibility, Service Quality And Customer- Company Identification On
Customers (ESRA ARIKAN, SEMA GÜNER)
317
The Relationship Between Organizational Silence And Organizational Citizenship Behaviour: A Survey Study In
The Province Of Erzurum, Turkey (ORHAN ÇINAR, FATIH KARCIOĞLU, ZIŞAN DUYGU ALIOĞULLARI)
329
Problem Solving Approach At Organizational Development Activities: A Research At Karabuk University
(ABDULLAH KARAKAYA, KASIM YILMAZ)
337
An Empirical Research On The Relationship Between Job Insecurity, Job Related Stress And Job Satisfaction In
Logistics Industry (MURAT YAŞLIOĞLU, ALI ÖZGÜR KARAGÜLLE, MUHTESEM BARAN)
349
Visionary or criminal: From profit through morality to socially sustainable entrepreneurship (NEIL E.
BÉCHERVAISE, COLIN G. BENJAMIN)
355
Professionalism as reputation capital: The moral imperative in the global financial crisis (JILLIAN DE ARAUGO,
RICHARD BEAL)
365
The Effects of Leadership and Market Orientation on Organizational Commitment (MEHTAP ÖZŞAHİN, CEMAL
ZEHİR, A.ZAFER ACAR)
375
MARKETING AND BRANDING STRATEGIES
Impact Of Intercultural Competence On Service Reliability And Customer Satisfaction In The Grocery Retailing
(ALI IHTIYAR FAUZIAH SH. AHMAD, MAS BAMBANG BAROTO)
389
v
Charges On Parking In Shopping Malls: Evidence From Turkey (SERKAN DILEK, SEYFİ TOP)
399
Literature Review On Selection Criteria Of Store Location Based On Performance Measures (GÜLDEN TURHAN,
MEHMET AKALIN, CEMAL ZEHIR)
405
The Effects Of Self-Concept Connection, Partner Quality And Trust On Commitment In The Elderly Segment
(RECEP BAKI DENIZ, UĞUR YOZGAT)
415
Linking Strategic And Market Orientations To Organizational Performance: The Role Of Innovation In Private
Healthcare Organizations (GÜLTEKIN ALTUNTAŞ, FATIH SEMERCIÖZ, HANIFE EREGEZ)
423
Which dimensions affect private shopping e-customer loyalty?( BERIL DURMUŞ, YEŞIM ULUSU, ŞAKIR ERDEM)
431
The Effect Of Mobile Service Quality Dimensions On Customer Satisfaction (ALPER ÖZER, MEHPARE TOKAY
ARGAN, METIN ARGAN)
437
The Impact Of Social Capital On Managerial Reputation (ERDEM KIRKBESOGLU)
449
Analyzing The Brand Equity Of Turkish Airlines Services: Comparing The Japanese And Turkish Perspectives
(AYPAR USLU, BERIL DURMUŞ, BERNA KOBAK)
455
Word Of Mouth, Brand Loyalty, Acculturation And The Turkish Ethnic Minority Group In Germany (AYPAR USLU,
BERIL DURMUŞ, SINA TAŞDEMIR)
463
The Effect Of Social Media On Personal Branding Efforts Of Top Level Executives (İLKAY KARADUMAN)
471
University Brand Equity Dimensions In An Emerging Market: Implications For Developing Sustainable University
Brands (TANSES GÜLSOY)
479
Young Consumers’ Attitudes Toward American Products (SELIM SAID EREN)
489
Creating Commitment, Trust And Satisfaction For A Brand: What Are The Role Of Switching Costs In Mobile
Phone Market? (AZIZE ŞAHİN, HAKAN KİTAPÇI, CEMAL ZEHİR)
497
An Emerging Consumer Experience: Emotional Branding (ALI EKBER AKGÜN, İPEK KOÇOĞLU, SALIH ZEKI
İMAMOĞLU)
505
Innovation Orientation, Market Orientation And E-Loyalty: Evidence From Turkish E-Commerce Customers
(HANDE SINEM ERGÜN, ZEYNEP KABADAYI KUŞCU)
511
Analytical Approach To Neuromarketing As A Business Strategy (ASELA A. BURGOS-CAMPER, JOSÉ G.
VARGAS-HERNANDEZ)
519
The effects of customer and entrepreneurial orientations on individual service performance in banking sector
(CEMAL ZEHIR, A.ZAFER ACAR, NURHAN ÖZGENEL, MEHTAP ÖZŞAHİN)
527
Factors Affecting Repurchase Intention to Shop at the Same Website (SELIM AREN, MEVLÜDIYE GÜZEL, EBRU
KABADAYI, LÜTFIHAK ALPKAN)
537
INNOVATION STRATEGIES AND KNOWLEDGE MANAGEMENT
System Dynamics Modelling Of A Knowledge Management Process: A Case Study In Turkish Airlines (SELIM
ZAIM, NIZAMETTIN BAYYURT, MEHVES TARIM, HALIL ZAIM, YUNUS GUC)
547
The Competitive Tension As A Moderator For Strategic Innovation (ERTAN GÜNDÜZ)
555
A Complex Approach To Evaluating The Innovation Strategy Of A Company To Determine Its Investment
Attractiveness(YURII А. ROLIK)
563
Features Of Innovative Applications In The Service Industry And Exploration Of Their Effect On Firm Efficiency
(İLGE KURT, NURGÜN KOMŞUOĞLU YILMAZ, İBRAHIM SARPER KARAKADILAR)
571
Strategic Flexibility, Environmental Dynamism, And Innovation Performance: An Empirical Study (AYŞE CİNGÖZ,
A. ASUMAN AKDOĞAN)
581
vi
The Relationships Between Technological Investment, Firm Size, Firm Age And The Growth Rate Of Innovation
Performance (ORKUN YILDIZ, ÖZLEM ÇETINKAYA BOZKURT, ADNAN KALKAN, ALI AYCI)
587
Analysis Of The Behaviour Of Slovak Enterprises In The Context Of Low Innovation Performance (JANA VOLNÁ,
JÁN PAPULA)
597
A Model Proposal For Efficient Disaster Management: The Turkish Sample (EBRU CAYMAZ, FEHMI VOLKAN
AKYON, FAHRI ERENEL)
607
Exploring The Innovativeness And Market Orientation Through Mission And Vision Statements: The Case Of
Istanbul Stock Exchange Companies (AYKAN CANDEMIR, ALI ERHAN ZALLUHOĞLU)
615
The Role Of Innovation And Perceived Service Quality In Creating Customer Value: A Study On Employees Of A
Call Center Establishment (MUHSIN MURAT YAŞLIOĞLU, BURCU ÖZGE ÖZASLAN ÇALIŞKAN, ÖMER ŞAP)
625
Economic Evaluation Of The Film Industry In Terms Of Strategic Management Within The Scope Of The Creative
Innovative Industries: The Case Of Turkey (AHMET İNCEKARA, SEFER ŞENER, ELIF HAYKIR HOBIKOĞLU)
633
The Linkage Between Competitive Factors And Value Creation In Trade Centers (BURAK ÇAPRAZ, MEHMET
UFUK TUTAN)
643
The Contribution of Technological Change on EU’s Exports (ELISABETH T. PEREIRA, JOAO BENTO, JANIS
PRIEDE)
653
The Effect Of Service Orientation On Financial Performance: The Mediating Role Of Job Satisfaction And
Customer Satisfaction (SELIM SAID EREN, M.SULE EREN, GUNGOR HACIOGLU, NEVRIYE AYAS)
661
The Influence of Authentic Leadership on Creativity and Innovativeness (BÜŞRA MÜCELDILI, HALDUN TURAN,
OYA ERDIL)
669
HOSPITALITY MANAGEMENT
Analysis Of Antalya Tourism Cluster Perceived Performance With Structural Equation Model (PELIN ARSEZEN-
OTAMIS, NEDIM YUZBASIOGLU)
679
The Relationship Between Employee Silence And Organizational Commitment In A Private Healthcare Company
(NEVIN DENIZ, ARAL NOYAN, ÖZNUR GÜLEN ERTOSUN)
687
Architectural Innovations Are Competitive Advantage For Hotels In Tourism Industry?: What Customers,
Managers And Employees Think About It?( HULUSI DOĞAN, OĞUZ NEBIOĞLU, OĞUZHAN AYDIN, İLKNUR
DOĞAN)
697
Decentralization In Health Services And Its Impacts: Swot Analysis Of Current Applications In Turkey (FADIME
ÇINAR, EROL EREN, HATUN MENDEŞ)
707
Innovative Approach To The Ethics In Health Care Organizations: Health Staff Perspective (FADIME ÇINAR,
EROL EREN)
713
Impacts Of Privatization Of Management Of Health Organizations On Public Health: Turkish Health Sector
Evaluation (FADIME ÇINAR, EROL EREN)
719
An innovative marketing information system: a management tool for South African tour operators (MARIUS
POTGIETER, JOHAN W DE JAGER, NEELS H VAN HEERDEN)
725
How Human Resource Operations Work In Higher Education Institutions?( HASAN ARSLAN, ALI AKDEMIR,
MEHMET DURDU KARSLI)
735
Innovation And Sustainable Growth Measurement In Hotel Industry: A Hierarchical Decision Making Model
(GIZEM GÜRELI GÖĞÜŞ, İBRAHIM SARPER KARAKADILAR, SINAN APAK)
743
Corporate Values On Strategic Planning Process: A Research About The Universities In Turkey (HIMMET
KARADAL, CEMILE ÇELIK, MUHAMMET SAYGIN)
753
vii
HUMAN RESOURCE STRATEGIES
Are Flexible Work Arrangements Attractive Enough For Knowledge-Intensive Businesses? (LUBICA BAJZIKOVA,
HELENA SAJGALIKOVA, EMIL WOJCAK, MICHAELA POLAKOVA)
763
The Impact Of HRM Capabilities On Innovation Mediated By Knowledge Management Capability (GÖNÜL KAYA
ÖZBAĞ, MURAT ESEN, DILEK ESEN)
775
An Application In Human Resources Management For Meeting Differentiation And Innovativeness Requirements Of
Business: Talent Management (SEFER GÜMÜŞ, SUDI APAK, HANDE GÜLNIHAL GÜMÜŞ, ZUHAL KURBAN)
785
Linking Competitive Rivalry To Internal Communication In Private Healthcare Organizations (GÜLTEKIN
ALTUNTAŞ, FATIH SEMERCIÖZ, ARAL NOYAN)
801
The Relationship Between Human Resource Management Practices And Organizational Commitment: A Field Study
(A. ASLAN ŞENDOĞDU, AYŞE KOCABACAK, ŞÜKRÜ GÜVEN)
811
Developing Core Competencies: Student Mobility Case (VILMANTĖ KUMPIKAITĖ, KĘSTUTIS DUOBA)
819
The Relationship Between Strategic Management, Institutionalization And Human Resource Management: A Survey
Study With Family Businesses Located In The Northeast Anatolia Sub Economic Region Of Turkey (ORHAN
ÇINAR, FATIH KARCIOĞLU)
827
Effects Of Talent Management On Organizational Trust: A Field Study (MEHMET ALTINOZ, DEMET
CAKIROGLU, SERDAR COP)
835
Social Media’s Role in Developing an Employees Sense of Belonging in the Work Place as an HRM Strategy (EROL
EREN, PELIN VARDARLIER)
843
Impacts Of Growth Strategies On Human Resources Policies (PELIN VARDARLIER, YALÇIN VURAL, ÖZGÜR
YILDIRIM, BURCU YILMAZTÜRK)
851
Using Job Resources And Job Demands In Predicting Burnout (MÜJDELEN YENER, ÖZGÜN COŞKUN)
859
FINANCE & BANKING
Approaches To Improving Asset Structure Management In Commercial Banks (SVETLANA SAKSONOVA)
869
Using Swot Analysis And Sem To Prioritize Strategies In Foreign Exchange Market In Iran (MOHAMMAD
SHARIATMADARI, AMIR HOMAYOUN SARFARAZ, PEGAH HEDAYAT, KIYAN VADOUDI)
877
Assessment And Analysis Strategies According To Space Matrix-Case Study: Petrochemical And Banking Industries
In Tehran Stock Exchange (TSE) (SAEED FALLAH TAFTI, ESMAEIL JALILI, LEILA YAHYAEIAN)
885
Organizational Learning On Coopetition Strategy: A Exploratory Research On A Turkish Private Banks Credit
Card Application (YUNUS DEMIREL, BURAK ARZOVA, KADIR ARDIÇ, TÜRKER BAŞ)
893
New Tendencies Of Management And Control Of Operational Risk In Financial Institutions (PJOTRS DOROGOVS,
IRINA SOLOVJOVA, ANDREJS ROMANOVS)
901
Ownership Effect On Bank’s Performance: Multi Criteria Decision Making Approaches On Foreign And Domestic
Turkish Banks (NIZAMETTIN BAYYURT)
909
SMALL BUSINESS STRATEGIES AND INTER-ORGANIZATIONAL
RELATIONS
Strategic Focus In Turkish SMEs: Emergent Or Deliberate Strategies? (ÖZLEM ÇETINKAYA BOZKURT, ADNAN
KALKAN)
919
Effects Of Support Programs On Corporate Strategies Of Small And Medium-Sized Enterprises (EBRU AYKAN,
SEMRA AKSOYLU, EBRU SÖNMEZ)
929
viii
Structuring Strategic Management With Ratio Analysis Method: A Case Study In The Transition To SME TFRS
Process (ALI HALICI, DENIZ UMUT ERHAN)
937
Evaluation Family Effects In The Context Of Power, Experience And Culture On The Business And Management In
The Family Firms (SEYFI TOP, ÖZLEM ATAN, ERCAN ÖGE)
945
A Research On The Problems Encountered In The Collaboration Between University And Industry (A. ASLAN
ŞENDOĞDU, AHMET DIKEN)
955
The Role Of Relationship-Specific Investments In Improving Performance: Multiple Mediating Effects Of
Opportunism And Cooperation (TUGBA GURCAYLILAR YENIDOGAN, SIBEL DUDEN, FULYA SARVAN)
963
Structural Effect Of Enterprises Open-Closed Innovation Models Tendencies In Product Output Process: A Study
On The Enterprises Located In The IMES Industrial Estate – Turkey Example (SEFER ŞENER, ELIF HAYKIR
HOBIKOĞLU)
973
STRATEGIC CHOICE, PERFORMANCE AND GOVERNANCE
The Relationship Between Diversification Strategy And Organizational Performance: A Research Intended For
Comparing Belgium And Turkey (İLKNUR TAŞTAN BOZ, İBRAHIM ANIL, İHSAN YIĞIT)
985
A research to determine the role of process of Turkey’s entry to European Union on the foreign direct investment
(İLHAN GÜLLÜ, NAZIFE ÖZGE KILIÇ, ÜNZILE KURT, FETTAH TURAN, HAMDI BAYRAM)
995
The Choice And Use Of Strategic Planning Tools And Techniques In Turkish SMEs According To Attitudes Of
Executives (ADNAN KALKAN, ÖZLEM ÇETINKAYA BOZKURT)
1003
Measuring And Evaluating Performance Within The Strategic Management Perspective: A Study On Performance
Measurement Of A Seafood Company (BURCUARACIOĞLU, ALI ERHANZALLUHOĞLU, CEMRE CANDEMIR)
1013
The Effects Of Management Information And ERP Systems On Strategic Knowledge Management And Decision-
Making (AHMET UÇAKTÜRK, MICHEL VILLARD)
1023
Evolution Of Management Controlling Framework: Literature Review (OLGA PAVLOVSKA, IRINA KUZMINA-
MERLINO)
1031
Management Of The Educational Environment: The Context In Which Strategic Decisions Are Made (YULIA
STUKALINA)
1039
Empirical Analysis Of Effects Of Country-Level Governance To Strength Of Investor Protection (CRISTINA BOŢA-
AVRAM)
1047
Linking Governance To Efficacy Of Corporate Boards: A Global Perspective (CRISTINA BOŢA-AVRAM)
1057
Strategy Formulating For Semi-Governmental Companies, Case Study: Railway Transportation In Qods Niroo
(AMIR HOMAYOUN SARFARAZ, MOHAMMAD SHARIATMADARI, PEGAH HEDAYAT, KIYAN VADOUDI)
1067
Relationship Between Balance Of Job Demands-Control And Shared Mission/Vision For Blue-Collar Employees
(IŞIK ÇIÇEK)
1079
Ambidexterity and Firm Productivity Performance: The Mediating Effect of Organizational Learning Capacity
(HAKAN KİTAPÇI, VURAL ÇELİK)
1091
The Influence Of Internal Corporate Governance On Bank Performance - An Empirical Analysis For Romania
(VASILE DEDU, GHEORGHE CHITAN)
1099
The Impact of ERP Systems and Supply Chain Management Practices on Firm Performance: Case of Turkish
Companies (HUSEYIN INCE, SALIH ZEKI IMAMOGLU, HALIT KESKIN, ALI E. AKGUN, MEHMET NACI EFE)
1107
Evaluating the Core Capabilities for Strategic Outsourcing Decisions at Aviation Maintenance Industry (ÖZGÜR
DEMİRTAŞ)
1115
Public Debt, Democracy And Transition (ALESSIO L. LOKAR LUBICA BAJZIKOVA)
1125
ix
ORGANIZING COMMITTEE
• Erol Eren (Chairman, Istanbul Arel University, Istanbul-Turkey)
• Oya Erdil (Co-Chair, Gebze Institute of Technology, Kocaeli-Turkey)
• Ali Akdemir (Co-Chair, Arel University, Istanbul-Turkey)
• J. Strickland III (The University of Alabama, Tuscaloosa, Alabama - USA)
• Asım Şen (Beykent University, Istanbul-Turkey)
• Asuman Akdoğan (Erciyes University, Kayseri-Turkey)
• Bella Butler (Curtin University, Perth, Western Australia)
• Cemal Zehir (Gebze Institute of Technology, Kocaeli-Turkey)
• Dababrata N.Chowdhury (University Campus Suffolk , Ipswich UK
• Dzineta Dimante (University of Latvia, Latvia)
• Edward A. Ward (St. Cloud State University, USA)
• Erdal Aydin (Canakkale Onsekiz Mart University, Canakkale-Turkey)
• Esin Sadıkoğlu (Gebze Institute of Technology, Kocaeli-Turkey)
• Irem Erdoğmuş (Marmara University, Istanbul-Turkey)
• Irge Sener (Cankaya University, Ankarar-Turkey)
• Jamaluddin H. Husain (Purdue University Calumet, USA)
• Janis Priede (University of Latvia,- Latvia)
• Lütfihak Alpkan (Gebze Institute of Technology, Kocaeli-Turkey)
• Mehtap Özşahin (Gebze Institute of Technology, Kocaeli-Turkey)
• Meral Elçi (Gebze Institute of Technology, Kocaeli-Turkey)
• Mümin Ertürk (Arel University, Istanbul-Turkey)
• Richard Lynch (Middlesex University, London, UK)
• Selim Zaim (Marmara University, Istanbul-Turkey)
• Sonja Petrovic-Lazarevic (Monash University, Australia
• Tanses Gülsoy (Beykent University, Istanbul-Turkey)
• Uğur Yozgat (Marmara University, Istanbul, Turkey)
• Zafer Acar (Okan University, Istanbul-Turkey)
• Zoltan Veres (Budapest Business School, Hungary)
ADVISORY BOARD & PEER-REVIEW COMMITTEE • Asuman Akdoğan (Erciyes University, Kayseri-Turkey)
• J. Strickland III (The University of Alabama, Tuscaloosa, Alabama - USA)
• Zafer Acar (Okan University, İstanbul-Turkey)
• A.A. Bulgak (Concordia University-Canada)
• Aaron J. Shenhar (Stevens Institute of Technology-USA)
• Adem Öğüt (Selçuk University, Konya-Turkey)
• Adnan Çelik (Selçuk University,Konya-Turkey)
• Adnan Ceylan (Gebze Institute of Technology, Kocaeli-Turkey)
• Ahmet Kesik, Ph.D., Associate Professor (President of Strategy Development Unit, Ministry of
Finance, Republic of Turkey)
• Alain Crochet (University of Sorbonne Nouvelle , Paris- France)
• Alan Garcia Lira (Universidad Autonoma de Yucatan-Mexico)
• Alastair J. Wright (Stenden University-Netherlands)
• Alba Robert Dumi (“ Ismail Qemali" Vlora university, Albania)
• Albert Schram (Maastricht University-Netherlands)
• Alexander Egorshin (The Nizhny Novgorod Institute of Management and Business, Russia)
• Alexi Danchey ( Fatih University, Istanbul, Turkey)
• Ali Akdemir (Arel University, Istanbul-Turkey)
• Ali Ekber Akgün (Gebze Institute of Technology, Kocaeli-Turkey)
• Ali Halıcı (Baskent University, Ankara-Turkey)
• Alistair M Brown (Curtin University of Technology, Western Australia)
• Amar KJN Nayak (Xavier Institute of Management, Orrissa-India)
• Andrei Burenin (Irkutsk State University, Russia)
• Andrey Dashkov (Moscow State University, Russia)
• Antonio Minguez Vera (Universidad de Murcia, Spain)
x
• Anukrati Sharma (University of Kota, India) • Asım Erdilek (Case Western Reserve University-USA)
• Asım Şen (St. John Fisher College, USA)
• Atik Kulaklı (Beykent University, Turkey)
• Atilla Dicle (Yeditepe University, İstanbul-Turkey)
• Aurea Helena Puga Ribeiro (Fundacao Dom Cabral, Brazil)
• Ayse Günsel (Kocaeli University, Kocaeli-Turkey)
• Ayşen Hiç Gencer (Beykent University, Turkey)
• Bahadır Akın (Selcuk University, Konya-Turkey)
• Bahri Gökçebay (Kastamonu University-Turkey)
• Bernd Martin (Duale Hochschule-Germany)
• Beyza Kocapınar Bayarçelik (Yeditepe University, Turkey)
• Bige Aşkun (Marmara University-Turkey)
• Birol Bumin (Gazi University, Ankara-Turkey)
• Borisas Melnikas (Vilnius Gediminas Technical University, Lithuania)
• Branko Bucar (Pace University,USA)
• Bülent Sezen (Gebze Institute of Technology, Kocaeli-Turkey)
• Canan Çetin (Marmara University, Istanbul-Turkey)
• Celso ClaudioHildebrand Grisi (University of Sao Paulo-Brazil)
• Cemal Zehir (Gebze Institute of Technology, Kocaeli-Turkey)
• Cengiz Yılmaz (Bogazici University, Istanbul-Turkey)
• Cevat Gerni (Beykent University, İstanbul-Turkey)
• Ceyhan Aldemir (Dokuz Eylül University, İzmir-Turkey)
• Chien-Chung Nieh (Tamkang University, Taipei Country- Taiwan)
• Con Korkofingas (Macquarie University,Sydney-Australia)
• Dababrata N.Chowdhury (University Campus Suffolk , Ipswich UK)
• Denizhan Kalkan (Yalova University, Turkey)
• Dursun Bingöl (Atatürk University, Erzurum-Turkey)
• Dzevad Sehic (Faculty of EconomicsUniversity of Sarajevo, Bosnia)
• Dzineta Dimante (University of Latvia, Latvia)
• Ebru Kabadayı (Gebze Institute of Technology, Kocaeli-Turkey)
• Erdoğan Koç (Balıkesir University, Turkey)
• Erika Sumilo (University of Latvia of Riga - Latvia)
• Ekrem Tatoglu (Bahçeşehir University, Istanbul-Turkey)
• Enver Özkalp (Anadolu University, Eskişehir-Turkey)
• Erdal Aydın (Çanakkale Onsekiz Mart University, Turkey)
• Erkan Kabak (Beykent University, Turkey)
• Erkut Altındağ (Beykent University, Turkey)
• Ernst Neuland (Institute for Business Innovation-South Africa)
• Erol Eren (Istanbul Arel University, Istanbul-Turkey))
• Esin Can (Yıldız Technical University, İstanbul-Turkey)
• Esin Sadıkoglu (Gebze Institute of Technology, Kocaeli-Turkey)
• Eyüp Aktepe (Gazi University, Ankara-Turkey)
• Fahri Karakaya (University of Massachusetts, Dartmouth-USA)
• Feyzullah Eroğlu (Pamukkale University,Denizli-Turkey)
• Fuat Oktay (Turkish Airlines, Istanbul, Turkey )
• Fulya Taşel (Maltepe University, Turkey)
• Garry L. Adams (Auburn University, USA)
• Gilbert Levine(Cornell University-USA)
• Gökhan Özer (Gebze Institute of Technology, Kocaeli-Turkey)
• Gönül Budak (Dokuz Eylul University, İzmir-Turkey)
• Gülden Turhan (Marmara University, Turkey)
• Gülruh Gürbüz (Marmara University, Istanbul-Turkey)
• Gültekin Yıldız (Sakarya University, Sakarya-Turkey)
• Güneş Zeytinoğlu (Anadolu University, Eskişehir-Turkey)
• Guram Chikovani (Free University, Tbilisi-Georgia)
• Güran Yahyaoğlu (Canakkale Onsekiz Mart University, Canakkale-Turkey)
• Gürcan Papatya (Süleyman Demirel University, Isparta-Turkey)
• Güven Alpay (Boğaziçi University, İstanbul-Turkey)
• Güven Murat (Karaelmas University, Zonguldak-Turkey)
xi
• Hakan Kitapçı (Gebze Institute of Technology, Kocaeli-Turkey)
• Hakkı Eraslan (Düzce University, Turkey)
• Halil Çivi (İnönü University, Malatya-Turkey)
• Halil Zaim (Fatih University, Turkey)
• Halim Kazan (Gebze Institute of Technology, Kocaeli-Turkey)
• Halis Kalmış (Canakkale Onsekiz Mart University, Canakkale-Turkey)
• Halit Keskin (Gebze Institute of Technology, Kocaeli-Turkey)
• HA-Nguyen (Vietnam National University, Hanoi School of Business, Vietnam)
• Hans Zwart (Stenden University-Netherlands)
• Harun Demirkaya, (Kocaeli University, Kocaeli, Turkey)
• Hasan İbicioğlu (Süleyman Demirel University, Isparta-Turkey)
• Hayat Kabasakal (Boğaziçi University, İstanbul-Turkey
• Hikmet Timur (Hacettepe University, Ankara-Turkey)
• Hisao Fujimoto (Osaka University of Economics, Japon)
• Howard Clayton (Auburn University, USA)1
• Hüseyin İnce (Gebze Institute of Technology, Kocaeli-Turkey)
• Hüseyin Kanıbir (Balıkesir University, Turkey)/em>
• Hüseyin Özgen (Çukurova University-Turkey)
• Ibrahim Anıl (Marmara University, Turkey)
• Inan Özalp (Anadolu University, Eskişehir-Turkey)
• Irina Kuzmina-Merlino (Transport and Telecommunication Institute, Latvia)
• Jamaluddin H. Husain (Purdue University, USA)
• Janis Priede (University of Latvia, Latvia)
• Jiri Mezulanik (Silesian University, Opava-Czech Republic)
• JoAnn D. Hawkins, Howard Community College, Columbia, Maryland, USA
• Joann D. Howkins (Howard Community College- Colombia)
• Johan Hough (Stellenbosch University, South Africa)
• Julie Barker Lebo (Ball State University-USA)
• Julie Barker Lebo,( Ball State University, Muncie, Indiana, US)
• Jungwan Lee (Bang College of Business, Kazakhstan)
• Kadir Varoğlu (Başkent University-Turkey)
• Kamil Kozan (St. John Fisher College, USA)
• Kathleen Marshall Park (Massachusetts Institute of Technology, USA)
• Kenneth Holland (Ball State University-USA)
• Kenneth Holland (Ball State University, Muncie, Indiana, USA )
• Lars Ehrengren (Stockholm University, Sweden)
• Ljiljana Maurovic (University of Rijeka, Croatia)
• Lonnie Strickland (The University of Alabama, Tuscaloosa, Alabama - USA)
• Lütfihak Alpkan (Gebze Institute of Technology, Kocaeli-Turkey)
• M. K. Sharma (Himachal Pradesh University, Shimla-India)
• M. Şükrü Akdoğan (Erciyes University-Turkey)
• Mahir Nakip (Ahmet Yesevi University-Kazakhstan)
• Mahmut Özdevecioğlu (Melikşah University, Kayseri-Turkey)
• Mahmut Paksoy (İstanbul Kültür University-Turkey)
• Maria Klimikova (University of Economics in Bratislava-Slovakia)
• Mariana Dodourova (University Of Hertfordshire, UK)
• Marius Ungerer (Stellenbosch University, South Africa)
• Maris Purgailis (University of Latvia of Riga - Latvia)
• Margarita Dunska (University of Latvia of Riga - Latvia)
• Mehmet Barca (Sakarya University, Sakarya-Turkey)
• Mehmet Demirel (TUBITAK-Turkey)
• Mehmet Sahin (Anadolu University, Eskisehir-Turkey)
• Mehmet Şahin (Canakkale Onsekiz Mart University, Turkey)
• Mehmet Zor Kaya (Diyalog Avrasya, Chisinau, Republic of Moldova)
• Metin UYAR (Trakya University, Turkey)
• Muhammet Akdis (Ahmet Yesevi University-Kazakhstan)
• Muhsin Halis (Gaziantep University, Gaziantep-Turkey)
• Mümin Ertürk (Arel University, İstanbul-Turkey)
• Münevver Çetin (Marmara University, İstanbul-Turkey)
• Murat Kasimoglu (Canakkale Onsekiz Mart University, Turkey)
xii
• Murat Kayalar (Süleyman Demirel University, Isparta-Turkey)
• Musa Pınar (Valparaiso University, Indiana-USA)
• Mustafa Aykaç (Kırklareli University-Turkey)
• Mustafa Köksal (Kocaeli University, Kocaeli-Turkey)
• Müjdelen Yener (Marmara University, Turkey)
• Nazan Yelkikalan (Canakkale Onsekiz Mart University, Canakkale-Turkey)
• Necdet Timur (Anadolu University, Eskisehir-Turkey)
• Neil Bechervaise (Divine Word University, Madang - Papua New Guinea)
• Nevin Deniz (Marmara University, Turkey)
• Nevzat Demir (Fıratpen-Turkey)
• Nigar Demircan Çakar (Düzce University, Turkey)
• Nihan Yıldırım (Istanbul Technical University, Turkey)
• Nizamettin Bayyurt (Fatih University, Turkey)
• Nurhan Papatya (Süleyman Demirel University, Isparta-Turkey)
• Nurullah Genç (Kocaeli University, Kocaeli-Turkey)
• Orhan Elmacı (Dumlupınar University, Kütahya-Turkey)
• Oya Erdil (Gebze Institute of Technology, Kocaeli-Turkey)
• Ömer Adil Atasoy (Osman Gazi University, Eskişehir-Turkey)
• Ömer Torlak (Osman Gazi University, Eskişehir-Turkey)
• Ömür Özmen (Dokuz Eylül University, İzmir-Turkey)
• Özlem Özkanlı (Ankara University, Ankara-Turkey)
• Patrick Bemelmans (Stenden University-Netherlands)
• Paul Z. Jackson ( The Solutions Focus, St. Albans, UK)
• Pauline Magee-Egan (St. John’s University, USA)
• Peet Venter (University of South Africa, Pretoria-South Africa)
• Pervez N. Ghauri (King’s College London-UK)
• Radhi El-Mabuk (University of Northern Iowa-USA)
• Recep Şener (Muğla University, Muğla-Turkey)
• Refik Culpan (Pennsylvania State University, Harrisburg-USA)
• Refika Bakoğlu (Marmara University, İstanbul-Turkey)
• Reşit Özkanca (Melikşah University-Turkey)
• Rezan Tatlıdil (Ege University, İzmir-Turkey)
• Richard Alan Nelson (Manship School of Mass Communication-USA)
• Richard Lynch (Middlesex University, London-UK)
• Rıdvan Karalar (Anadolu University, Eskişehir-Turkey)
• Riza Atiq Abdullah (Universiti Ke Bangsaan-Malaysia)
• Roberts Skapars (University of Latvia, Latvia)
• Sabahat Bayrak (Pamukkale University, Denizli-Turkey)
• Sadi Can Saruhan (Marmara University, İstanbul-Turkey)
• Sefer Şener (İstanbul University, Istanbul-Turkey)
• Selahattin Sarı (Beykent University, İstanbul-Turkey)
• Selen Doğan (Niğde University, Niğde-Turkey)
• Selim Aren (Gebze Institute of Technology, Turkey)
• Selim Eren (Çanakkale Onsekiz Mart University, Turkey)
• Selim Özdemir (Qafqaz University, Baku, Azerbaijan)
• Selim Zaim (Marmara University, Turkey)
• Senem Besler (Anadolu University, Turkey)
• Sima Nart (Sakarya University, Turkey)
• Şerafettin Sevim (Dumlupınar University, Kütahya-Turkey)
• Sergei Mordovin (International Management Institute St. Petersburg, Russia)
• Sevinç Köse (Celal Bayar University, Manisa-Turkey)
• Şevki Özgener (Nevşehir University, Nevşehir-Turkey)
• Şule Eren (Çanakkale Onsekiz Mart University, Turkey)
• Shamsul Nahar Abdullah (Northen University of Malaysia,AmanMalasia)
• Sharan L. Oswald (Auburn University, USA)
• Shaukat Ali (University of Wolverhampton, Shropsire-Great Britain)
• Sonja Petrovich Lazarevic (Monash University, Victoria-Australia)
• Stanislav Poloucek (Silesian University, Opava-Czech Republic)
• Stasys Vaitkevicius (Mykolas Romeris Universty-Lithuania)
• Subodh Bhat (San Francisco State University,San Francisco - USA)
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• Sudi Apak (Beykent University, Turkey)
• Süleyman Türkel (Çağ University, Mersin - Turkey)
• T. Diana A. De Macedo- Soares (Pontifical Catholic University of Rio de Janeiro, Brazil)
• Tanses Gülsoy (Beykent University, İstanbul-Turkey)
• Tatiana A. Burenina (State University of Management, Russia)
• Tijen Harcar (İzmir University of Economics, Turkey)
• Tuğba Karabulut (Istabul Commerce University, Turkey)
• Tuna Taner (Celal Bayar University, Manisa-Turkey)
• Uğur Yozgat (Marmara University, İstanbul-Turkey)
• Ülkü Dicle (Yeditepe University, İstanbul-Turkey)
• Ümit Alnıaçık (Kocaeli University, Turkey)
• Ute Stoltenberg (University of Luneburg-Germany)
• Viesturs Pauls Karnups (University of Latvia of Riga - Latvia)
• V. Dolyatovskiy (The Rostow State University, Russia)
• Victor Gnevko (St. Petersburg Institute of Management and Economics, Russia)
• Vojtech Malatek (Silesian University, Opava-Czech Republic)
• Warren J. Keegen (Pace University, USA)
• Xavier Richet (University of Sorbonne Nouvelle-Paris 3, France
• Yasemin Arbak (Dokuz Eylül University, İzmir-Turkey)
• Yener Pazarcık (Çanakkale Onsekiz Mart University, Çanakkale-Turkey)
• Yonca Gürol (Yıldız Technical University, İstanbul-Turkey)
• Yücel Acer (Canakkale Onsekiz Mart University, Canakkale-Turkey)
• Zeyyat Hatipoglu (Dogus University, Istanbul-Turkey)
• Zoltán Veres (Budapest Business School, Budapest, Hungary)
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xv
PREFACE
Dear Colleagues,
Welcome to the 9th
International Strategic Management Conference in Riga, Latvia. On
behalf of the organizing committee of our conference, we would like to express our great
appreciation and honor to all of you from all around the world for sharing your valuable
work with us.
We have organized this 9th
conference with the academic collaboration of Gebze Institute of
Technology University of Latvia and Istanbul Arel University. We have also enjoyed this year
again the cooperation of Elsevier and Emerald Group which have also participated to this
organization. I would like to thank to those who have contributed to the preparation and
publication to the conference in a successful manner.
The 9th
International Strategic Management Conference received a total 188 extended
abstracts from 25 different countries. After carefully screening, 134 full papers were accepted
for the Conference. Among accepted papers, 10 papers were selected to be published in
Journal of Global Strategic Management.
Papers have been generally sent by academicians from Europe, The Balkan States, The
Middle East, Australia, Russia and the USA. The countries providing papers are as follows;
Albania, Australia, Denmark, Finland, Germany, Iran, Iraq, Italy, Latvia, Lithuania,
Malaysia, Mexico, Papua New Guinea, Pakistan, Poland, Romania, Russia, Spain,
Switzerland, South Africa, Saudi Arabia, Slovakia, United Kingdom, USA, and Turkey.
Unfortunately, some participants have been unable to attend the conference due to visa
problems. This year, we have two valuable keynote speakers. One of the well-known
academician from Purdue University, Calumet, USA, Prof. Dr. Jamaluddin Husain will
address you “On Micro-finance as a New Strategies in Establishment of Small Sized
Enterprises”. Second Keynote Speaker, well-known Professional Juris Binde (Ph.D)
President of Latvijas Mobilais Telephons, Latvia, will address you “On Leadership and
Strategy in Dynamic Business Environment”.
Dear colleagues and guests; Ladies and Gentlemen, with my sincere wish, I would like once
again to welcome you and enjoy with 9th
International Strategic Management Conference.
Erol EREN, Ph.D.
Chairman of the Conference
xvi
xvii
PREFACE
We are honored to welcome you to the 9th
International Strategic Management Conference in
Riga/Latvia. This year’s theme is “New Directions in Sustainable Growth and Innovation
Strategies”.
We convened here, coming from different parts of the world, to discuss and explore for
international competition and cooperative strategies in sustainable development. We are
going to debate on different approaches and models in strategic management, industry
analyses, ethical issues, innovation and many other issues, not only economic and technology
point of view, but also addressing mainly the problems and issues of sustainable development.
Academicians from different countries submitted original papers for conference presentation
and for publication in the Proceedings Book. All competitive papers were subject to a peer
review. The results of these efforts produced 134 empirical, conceptual, and methodological
papers involving all functional areas of strategic management with a specific focus on
sustainability in growth and innovation strategies. I would like to express our appreciation to
the reviewers for reviewing the papers that were submitted to this conference. We also thank
to all those who submitted their work to be considered for presentation at the Conference.
All of us here worked very hard to make this conference a success. The conference could not
have been held without the diligent work of Professor Erol Eren, Chairman of the Conference
who made great effort to perfect all arrangements. Special thanks to him for his leadership
and execution of 2013 Conference. I want to extend special appreciation to Mehtap Özşahin
for her hard work and commitment to the conference development.
We hope that you will benefit from the Conference and enjoy your stay in this great land,
Riga.
Oya Erdil, Ph.D
Co-Chair of the Conference
xviii
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PREFACE
That we have held such an international event called 9th
International Strategic Management
Conference for the 9th time is very meaningful for us. More and more countries as well as
companies, NGOs and local administration have been giving importance to strategic
management to have long-term perspective and tackle the problems they can face.
The main reason of this approach and tendency of strategic management is that we have been
experiencing a world-wide economical crisis, basically, since 2007. It has also become the
main steering force behind several global political crises. Since that date, in many countries,
economic crises were followed by political ones. Many leaders of many countries had to
resign after the economic crises. This situation indicates that politics and economics have
been deeply affecting one another for last five years. In addition, political and economic
crises have been not only global but also structural .
Since crises have been structural and global, and since the topic of strategic management has
been global, we need strong policies of innovation, in order to manage them effectively. By
the concept of global we mean countries and states, not for profits, are interested in strategic
management as well as for profit organizations. Crises and their managing policies based on
innovation require such an approach. In this context, and in the framework of strategic
management, in order to fight crises and implement strategic management successfully, an
evaluation including various and alternative innovation policies can be revealed and
summarized as follows*:
There are three types of innovation, some of which are focused on crises and each poses
different levels of risk: The first one, the “empowering innovations” can transform products
that historically were so complicated and expensive that only the rich had access to them. The
Model T of Ford was one of those. The personal computer was one of those. The smart phone
is this again. These kinds of innovations also create new jobs. The second type, which is
called “sustaining innovations”, make existing good products even better. They don’t create
new jobs. The third, which is called “efficiency innovations”, help us make the same products
cheaper, and they reduce jobs in the economy.
Over the recent years, executives and investors have stopped investing in empowering
innovations, because they pay off in five to eight years, and instead, invest in efficiency
innovations, which pay off in one or two years. We are awash in cash, and yet we continue to
invest as if capital was scarce. And so we’re not investing in the kind of innovations that
would create growth. In order to avoid for us from the crises, we need to invest in
empowering innovations primarily.
Efficiency innovation is really a lot about our business model. We often call it the productivity
loop, and it’s really operating with lower expenses, more efficiency, lowering prices for
customers and as a result having more customers, which allows for more efficiency.
* for more information: Time Magazine Jan 2013, (online),The TİME at Davos debate :The rewards of
mastering innovation risk…
xx
We think that some companies have had two versions of a lot of empowering or disruptive
innovation. One has been in the area of sustainability. Another area of empowering or
disruptive innovation would be the area of e-commerce, using technology today.
We’re on the cusp of what is a major uptrend in innovation. Even the world of academia has
been very obsessed with this phenomenon of frugal innovation coming out of Asia. Even Apple
is facing the rise of companies like Samsung that are doing more for less.
What is going to happen is that we’re going to see cutting-edge innovation is required. That is
why we are not going to be able to get to our aspirations and visions by doing more for less.
We have to be able to do pioneering, cutting-edge innovation. That is why, first priority for
countries as well as companies must be empowering innovation like mentioned above in order
to tackle chaos and any sort of crises and bring innovative products and services to markets
in a way crisis management and innovation policies are integrated in strategic management.
Not only crises but also strategic management has been global, like we mentioned before. In
this context, at the levels of organization, companies, local administration and state, strategic
management must be prepared together with crisis management and innovation policies. At
this point, the main mention we are trying to lay out is that crisis management and innovation
policies must be integrated in strategic management...
For these reasons, the 9th
International Strategic Management Conference has been
important and significant to hold in this theme, in Latvia. I am sure the presentations of the
9th International Strategic Management Conference are going to give significant
contributions to the perspective we mentioned above. Before ending my words I would like to
thank to Chair of Conference Prof.Dr. Erol Eren , Co-chair Prof.Dr. Oya Erdil and Dr.
Mehtap Ozşahin, for working very hard and effectively for this event. I would like also to
thank to participants and presenters for joining our event and presenting presentations.
Ali Akdemir, Ph.D.
Co-Chair of the Conference
1003
9th
International Strategic Management Conference
The choice and use of strategic planning tools and techniques in
Turkish SMEs according to attitudes of executives
Adnan Kalkana , Özlem Çetinkaya Bozkurt
b
a,bMehmet Akif Ersoy University, Burdur, 15300, Turkey
Abstract
In the field of strategic management, the researches carried out about strategic planning tools and techniques used by
business managers in Turkey is almost negligible. However, in the other countries, the researches revealing the similarities
and differences in use of strategic tools and techniques in various countries are often carried out.
In this research we aim to investigate the tools and techniques used in strategic planning and determine the attitudes of
executives towards the use of strategic planning comparatively in Turkish SMEs operating in different firm size and sector.
Data were collected from SMEs operating in Antalya Organized Industrial Zone (OIZ). The tools and techniques used in
strategic planning in literature and the attitudes of executives towards the strategic planning process have been tested.
Keywords: Small and medium-sized enterprises, Strategic planning, Strategic planning tools and techniques
© 2013 Published by Elsevier Ltd. Selection and/or peer-review under responsibility of the 9th
International
Strategic Management Conference
Introduction
Strategy was defined as “a pattern in a stream of decisions” (Mintzberg, 1978: 934). Porter (1996) defined
strategy as “the creation of a unique and valuable position, involving a different set of activities”. Stacey’s
(2000) looks at strategic management as “the process of actively participating in the conversations around
important emerging issues”.
Successful organizations now more than ever recognize the importance of strategic planning in achieving
desired business results. Most business leaders recognize the importance of strategic planning, but few succeed
at translating their strategies into business results (Ghamdi, 2005).
Strategic planning is one of the management tools that firms have experimented with in recent years. To what
extent is strategic planning tools actually used in firms? How happy are the firms using these tools? Do firms
using these tools do better than the ones that don’t? These are a few of the questions we set out to answer in
strategic planning tools usage in Turkish SMEs operating in Antalya as well as firms in other countries. This
paper provides empirical evidence about the use of the strategic planning tools and techniques in SMEs. The
study focuses on three areas. These are strategic planning tools usage, satisfaction with using the tools for SMEs
and attitudes of executives towards strategic planning tools and techniques.
1. Literature Review
2.2. Strategic Planning
Although there are several definitions of strategic planning, there is no commonly accepted and universal
definition of it (Quinn, 1980; Brews and Purohit, 2007). Strategic planning process is a way including various
techniques and factors to perform specific tasks systematically. Strategic planning includes the creation of
objectives defined clearly and the processes necessary for achieving these objectives (O’Regan ve Ghobadian,
2002; Armstrong, 1982). Strategic planning is recognized as an important management tool for an organization.
According to Schwenk and Shrader (1993) strategic planning should be seriously considered by small firm
managers. The lack of a strategic business plan in small businesses leads to outdated management practices,
1004
including an autocratic style of management practiced by the managing director or the proprietor (Gică, et all.
2009). For the purpose of this article, strategic planning is defined as ‘the devising and formulation of
organizational level plans which set the broad and flexible objectives, strategies and policies of a business,
driving the organization towards its vision of the future (Stonehouse and Pemberton, 2002: 854).
2.2. Strategic Planning Tools and Techniques
A variety of tools and techniques have been developed to help managers to identify and deal with strategic
planning decisions (Ramanujam et all., 1986). These techniques help managers to change valuable data into
forms suitable for decision-making and action (Fleisher and Bensoussan, 2003). The benefits of these tools
include: increasing awareness about the business environment, strategic issues, opportunities and threats which
helps reduce the risk involved in making certain decisions; establishing priorities in large complex companies
and providing a framework for evaluating the relative importance of different business portfolios; and aiding the
presentation of complex issues. They may also be seen as a valuable communications device, in addition to their
analytical role (Frost, 2003).
The framework of strategic management and planning, the essential constituent and sustaining element is
specifically the tools of strategic analysis. According to Eilon, “the tool is only a means to obtain the result, but it
is not a result in itself.” The literature offered variety of tools and techniques used in strategic management
which can provide enormous benefits, such as support managers in decision making, evaluate and analyze
environment, reduce costs of the product, minimize the expenditures. General, strategic management tools and
techniques could bring a lot of benefits for the organizations under the condition that managers have a clear
perception/understanding of existing tools and techniques (Afonina and Chalupský, 2012).
Table1. Definitions of strategic management tools and techniques (Afonina, A. and Chalupský, V., 2012: 1536)
Source Definition
Rigby (2001, 2005) * Management tool… when we use this term we include a variety of concepts, processes, exercises, and
analytical frameworks.
Knott (2006) * The term “strategy tool” is used to encompass the full range of concepts, ideas, techniques and approaches
that structure or influence of the strategic thinking, strategic decision-making and strategy implementation
activity.
Strategy tools act as a guide to thinking and a starting point for structuring strategic management activity.
Gunn and Williams (2007) * Strategic tools… used to describe methods of simplifying and representing a complex situation. The
authors use the term “tool to encompass any systematic approach or technique that the strategist has
employed to further inform their strategic decision-making.
Stenfors and Tanner (2007) * Strategy tools are a heterogeneous group of products designed to support organizations in dealing with the
complex demands of competitive markets and the quest to create and maintain strategic advantage.
Over the last years academics highlighted manager’s use of management tools and techniques in different
countries by reporting their results of tools and techniques utilization by organization. Several authors presented
exemplary sets of strategic analysis tools specifying them as an instruction for the managers:
1) Webster et al. (1989) formed most frequently used 30 tools set for strategic planning.
2) Clark (1997) combined 33 methods of strategic analysis with the model of strategic management
process.
3) Miles et al. (1997) revealed the usage of several analysis tools in agricultural companies, thus
highlighting the contextual usage of analysis tool.
4) Rigby (2001) studied the application of 25 main management tools used for strategic analysis and
revealed that strategic analysis tools play a relatively important role in the organizational process.
2. Methodology
2. 1. Research Goal
In this survey we aim to identify the attitudes of executives towards the strategic planning process and
investigate the strategic planning tools and techniques used by SMEs operating in different size and different
sectors in Antalya Organized Industrial Zone, in Turkey. Moreover, we aim to determine whether the strategic
planning tools and techniques used by SMEs change according to the firm size and sector, or not.
2.2. Sample and Data Collection
In this study, a field survey using questionnaires were conducted for analysis. SMEs operating in various
sectors in Antalya were chosen as the research population. Randomly selected 192 SMEs were taken as the
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sample of the research. The number of SMEs registered to Antalya Organized Industrial Zone (AOIZ) is 252
(population) in Antalya 2012. The rate of randomly selected sampling is 76.2% (192 firms). Analysis has been
carried out using data which were obtained from the SMEs in AOIZ by using a questionnaire form. The
respondents were chosen from the middle and senior managers of SMEs. Questionnaires were subjected to
respondents by interviewing face to face. Data obtained from those 192 questionnaires were analyzed through
the SPSS 15 statistical program and tested.
2.3. Analyses and Results
First the Descriptive Statistics test was applied to data in order to obtain descriptive information about SMEs.
The values obtained from the test are given in Table 2.
Table 2. Descriptive Statistics for SMEs
Subjects Descriptions
Nature of Firms Production Service Trade
112 (58.3%) 29 (15.1%) 51 (26.6%)
Size of Firms 11-50 employees 51-100 employees 101-250 employees +250 employees
75 (39.1%) 82 (42.7%) 27 (14.1%) 8 (4.2%)
Education Level High Schoo1 Undergraduate Graduate Post Graduate
16 (8.3%) 43 (22.4%) 132 (68.8%) 1 (0.5%)
Duration of Activity (years) 1-7 8-15 16-23 +24
26 (13.5%) 139 (72.4%) 24 (12.5%) 3 (1.6%)
Existence of the Strategic Plan Yes No
176 (91.7%) 16 (8.3%)
Age of Manager 31-40 41-50 51-60
74 (38.5%) 89 (46.4%) 29 (15.1%)
Working Time for Man. 1-5 6-10 11-15 +16
72 (37.5%) 104 (54.2%) 7 (3.6%) 9 (4.7%)
Tot. Working Time for Man. 1-5 6-10 11-15 +16
5 (2.6%) 62 (32.3%) 26 (13.5%) 99 (51.6%)
Status for Man. General Man. Finance Man. Personnel Man. Marketing Man. Firms Owner
41 (21.4%) 33 (17.2%) 55 (28.6%) 60 (31.3%) 3 (1.6%)
Gender Male Female
160 (83.3%) 32 (16.7%)
SMEs operate in different firm size and sector in Antalya OIZ. Table-3 shows their sectors according to
frequencies and percentages and firm size.
Table 3. Descriptive Statistics for SMEs
Sectors of Firms f % Size of Firms
11-50 employees 51-100 employees 101-250 employees +250 employees Medical 31 16.1 10 6 8 7
Furniture 30 15.6 6 23 1 0
PVC 26 13.5 8 17 1 0
Textile 25 13.0 16 8 1 0
Agriculture 18 9.4 0 8 10 0
Glass 15 7.8 8 5 2 0
Lift 14 7.3 11 2 1 0
Food 13 6.8 4 8 1 0
Spare Part 13 6.8 12 0 1 0
Pack 7 3.6 0 5 1 1
Total 192 100 75 82 27 8
The questionnaire consisted of 50 items belonging to three sets of questions. The first set measured the use of
strategic planning tools and techniques. For a total of 24 techniques respondents were asked, on a two-point scale
rating from “1: very great use” to “2: not use at all”, to indicate the degree to which the techniques were used in
their firms in last five years. The techniques surveyed were the most commonly identified in the literature on
strategic planning (Stonehouse and Pemberton: 2002; Glaister and Falshaw: 1999; Ramanujam et al.: 1986; Al
Ghamdi: 2005; Aldehayyat and Anchor: 2008; Rigby and Bilodeau: 2011). The second set of questions
measured managers’ views on strategic planning. The scale was adapted from Glaister and Falshaw (1999),
Dincer et al. (2006) and Glaister et al. (2009). For a total of 7 views respondents were asked, on a five-point
scale rating from “1: strongly disagree” to “5: strongly agree” to indicate their views towards the strategic
planning. The third set of questions measured managers’ views on management trends. The scale was adapted
from Rigby and Bilodeau (2011). For a total of 19 views respondents were asked, on a five-point scale rating
from “1: strongly disagree” to “5: strongly agree” to indicate their views towards the management trends. With
the results of this study, we have described the most commonly used management tools and techniques by
SMEs, in Antalya OSB and we have created comparable and describable views based on strategic plan and
management trends. The results (Table-4) showed that SMEs used strategic planning, human resources analysis,
total quality management, customer relationship management, outsourcing, financial analysis, vision/mission,
PEST and benchmarking analyses in last five years.
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Table 4. Most Used Tools and Techniques for SMEs in Antalya OIZ in last 5 years (2008-2012)
Tools and Techniques Mean SD Percentage Strategic Planning 1.14 .343 166 (86.5%)
Human Resources Analysis (HR) 1.14 .349 165 (85.9%)
Total Quality Management (TQM) 1.21 .407 152 (79.2%)
Customer Relationships Management (CRM) 1.52 .501 93 (48.4%)
Outsourcing 1.52 .501 92 (47.9%)
Financial Analysis for firm owners 1.52 .501 92 (47.9%)
Vision/Mission 1.68 .467 61 (31.8%)
PEST (Politic, Economic, Social, Technologic) Analysis 1.71 .453 55 (28.6%)
Financial Analysis for competitors 1.72 .451 54 (28.1%)
Benchmarking 1.74 .440 50 (26.0%)
Strategic Planning Software 1.80 .403 39 (20.3%)
Strategic Cooperation 1.80 .399 38 (19.8%)
Portfolio Analysis (Growth and Market Share Matrix) 1.81 .395 37 (19.3%)
Critical Success Factors Analysis 1.89 .319 22 (11.5%)
Stakeholder Analysis 1.89 .319 22 (11.5%)
Value Chain Analysis 1.90 .299 19 (9.9%)
Organizational Culture Analysis 1.92 .269 15 (7.8%)
Basic Skills Analysis 1.92 .269 15 (7.8%)
SWOT 1.94 .233 11 (5.7%)
Scenario Analysis 1.96 .188 7 (3.6%)
What if Analysis 1.99 .102 2 (1.0%)
According to firm size, the most frequently used tools and techniques in SMEs were described in Table-5.
According to results, the most common used tools and techniques were used by SMEs with 51-100 employees.
Table 5. According to Firm Size, Most Used Tools and Techniques in last five years by SMEs in Antalya OIZ
Most Used Tools and Techniques Firm Size (employees)
Total # of firms % 11-50 51-100 101-250 +250 Strategic Planning 58 (3) 79 (1) 21 (1) 8 (1) 166 86.5
HR Analysis 70 (1) 72 (2) 15 8 (2) 165 85.9
TQM 63 (2) 66 (3) 21 (2) 2 152 79.2
CRM 32 44 15 2 93 48.4
Financial Analysis for firm owners 27 38 21 (3) 6 92 47.9
Outsourcing 23 52 15 2 92 47.9
Vision/Mission 17 36 6 2 61 31.8
PEST Analysis 9 37 9 0 55 28.7
Financial Analysis for competitors 13 21 12 8 (3) 54 28.1
Benchmarking 9 28 12 1 50 26.0
Strategic Planning Software 3 29 6 1 39 20.3
Strategic Cooperation 3 22 12 1 38 19.8
Portfolio Analysis 3 18 9 7 37 19.3
Critical Success Factors Analysis 3 12 6 1 22 11.5
Stakeholder Analysis 3 12 6 1 22 11.5
Value Chain Analysis 1 6 12 0 19 9.9
Basic Skills Analysis 1 7 6 1 15 7.8
Organizational Culture Analysis 1 6 6 2 15 7.8
SWOT 1 2 6 2 11 5.7
According to sector, the most frequently used tools and techniques in SMEs were described in Table-6.
According to results, strategic planning was used by SMEs operating in medical (29) and furniture (28) industry.
Human resources analysis was used by SMEs operating in furniture (29) and medical (28) industry. Total quality
management was used by SMEs operating in PVC (26) and furniture (21) industry. Customer relationship
management was used by SMEs operating in furniture (28) industry. Financial analysis for firm owners was used
by SMEs operating in medical (24) industry.
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Table 6. According to Sector, Tools and Techniques Used in last five years by SMEs in Antalya OIZ
Most Used Tools and
Techniques
Sectors of Firms
Medical Agricul. Glass Lift Sp.Parts PVC Food Furn. Textile Pack. Strategic Planning 29 (1) 12 (3) 9 (3) 14 (1) 6 23 (3) 13 (1) 28 (2) 25 (1) 7 (1)
HR Analysis 28 (2) 9 15 (1) 13 (3) 11 (2) 25 (2) 6 29 (1) 23 (2) 6
TQM 19 18 (1) 15 (2) 14 (2) 13 (1) 26 (1) 13 (2) 21 6 7 (2)
CRM 18 10 6 1 7 16 7 25 (3) 1 2
Financial Analysis for firm
owners 24 (3) 10 2 2 8 16 3 18 3 6
Outsourcing 2 17 (2) 4 5 5 6 9 (3) 20 18 (3) 6
Vision/Mission 1 9 2 0 10 (3) 18 2 13 0 6
PEST Analysis 1 11 9 1 5 6 5 10 2 5
Financial Analysis for
competitors 15 3 2 0 8 12 1 5 2 6
Benchmarking 4 7 2 2 1 16 3 7 2 6
Strategic Planning Software 7 3 0 0 0 12 0 12 0 5
Strategic Cooperation 4 1 4 1 1 7 1 11 1 7 (3)
Portfolio Analysis 9 6 2 1 2 6 3 1 2 5
Critical Success Factors
Analysis 6 0 0 0 0 12 0 3 0 1
Stakeholder Analysis 1 0 2 0 1 12 1 3 1 1
Value Chain Analysis 7 0 2 0 2 6 1 0 1 0
Basic Skills Analysis 8 0 0 0 1 0 0 1 0 5
Organizational Culture
Analysis 2 0 2 0 1 0 1 0 3 6
SWOT 4 1 0 1 0 1 0 2 0 2
On the other hand some of these strategic planning tools and techniques vary by region (Table-7). North
American executives are more likely to use customer relationship management, strategic planning and
benchmarking while European executives are more likely to use benchmarking, customer relationship
management and strategic planning. Asian executives are more likely to use customer relationship management,
strategic planning and mission/vision statements while L. American executives are more likely to use strategic
planning and benchmarking.
Table 7. Top Most Used Tools and Techniques Vary According to Region
Tools and Techniques Global N. America Europe Asia Latin America Antalya,
Turkey Benchmarking 1 3 1 4 3 10
Strategic Planning 2 2 3 2 1 1
Mission and Vision Statements 3 4 5 3 1 6
Customer relationship management (CRM) 4 1 2 1 6 4
Outsourcing 5 6 5 5 4 5
Balanced scorecard 6 12 8 10 5 -
Change management programs 7 9 4 8 9 -
Core competencies 7 5 8 6 10 -
Strategic alliances 9 7 7 8 8 -
Customer segmentation 10 15 12 10 7 -
Source: Rigby, D. and Bilodeau, B. (2011), Management tools and trends 2011. Bain & Company, pp. 7
In this study we focused on 24 of the most popular tools and techniques used in 2012, listed on the Table-8.
For a total of 22 techniques respondents were asked, on a three-point scale rating from “1: never used”, “2: used
in a limited range” to “3: used effectively”, to indicate the degree to which the techniques were used in their
firms in 2012. In 2012, the most frequently used tools and techniques in SMEs were strategic planning, human
resources analysis, total quality management, customer relationship management, outsourcing, financial analysis,
benchmarking, strategic planning software and PEST analysis.
Table 8. Most Used Tools and Techniques for SMEs in Antalya OIZ in 2012
Tools and Techniques Mean SD Used effectively Used in a limited range Strategic Planning 2.54 .737 131 (68.2%) 33 (17.2%)
HR Analysis 2.46 .818 129 (67.2%) 23 (12.0%)
TQM 2.32 .892 117 (60.9%) 20 (10.4%)
CRM 1.83 .967 76 (39.6%) 8 (4.2%)
Outsourcing 1.77 .870 55 (28.6%) 37 (19.3%)
Financial Analysis for firm owners 1.76 .896 59 (30.7%) 27 (14.1%)
Benchmarking 1.44 .784 35 (18.2%) 15 (7.8%)
Financial Analysis for competitors 1.40 .702 24 (12.5%) 29 (15.1%)
Strategic Planning Software 1.33 .688 24 (12.5%) 15 (7.8%)
PEST Analysis 1.35 .670 21 (10.9%) 25 (13.0%)
Vision/Mission 1.29 .611 16 (8.3%) 23 (12.0%)
Portfolio Analysis 1.23 .590 16 (8.3%) 13 (6.8%)
Critical Success Factors Analysis 1.22 .576 15 (7.8%) 13 (6.8%)
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Strategic Cooperation 1.19 .518 11 (5.7%) 14 (7.3%)
Scenario Analysis 1.08 .382 7 (3.6%) 1 (0.5%)
Stakeholder Analysis 1.11 .319 0 (0.0%) 22 (11.5%)
Value Chain Analysis 1.08 .288 1 (0.5%) 13 (6.8%)
Organizational Culture Analysis 1.04 .225 1 (0.5%) 6 (3.1%)
Basic Skills Analysis 1.08 .295 1 (0.5%) 14 (7.3%)
SWOT 1.06 .254 1 (0.5%) 9 (4.7%)
What if Analysis 1.01 .102 0 (0.0%) 2 (1.0%)
Porter’s 5 Power Analysis 1.03 .174 0 (0.0%) 6 (3.1%)
For a total of 24 techniques respondents were asked, on a three-point scale rating from “1: never think to use”,
“2: may be used” to “3: certainly planned to use”, to indicate the degree to which the techniques will be used in
their firms in 2013 (Table-9).
Table 9. Tools and Techniques Planned to Use by SMEs in Antalya OIZ in 2013
Tools and Techniques Mean SD Never think to use May use Certainly plan to use HR Analysis 2.55 .798 37 (19.3%) 13 (6.8%) 142 (74.0%)
Strategic Planning 2.60 .687 22 (11.5%) 33 (17.2%) 137 (71.4%)
TQM 2.39 .771 34 (17.7%) 50 (26.0%) 108 (56.3%)
CRM 1.97 .951 89 (46.4%) 19 (9.9%) 84 (43.8%)
Financial Analysis for firm owners 1.78 .853 95 (49.5%) 44 (22.9%) 53 (27.6%)
Outsourcing 2.17 .257 38 (19.8%) 112 (58.3%) 42 (21.9%)
Benchmarking 1.58 .782 115 (59.9%) 42 (21.9%) 35 (18.2%)
Strategic Planning Software 1.42 .747 142 (74%) 20 (10.4%) 30 (15.6%)
Vision/Mission 1.68 .709 89 (46.4%) 76 (39.6%) 27 (14.1%)
PEST Analysis 1.55 .685 108 (56.3%) 63 (32.8%) 21 (10.9%)
Portfolio Analysis 1.38 .668 139 (72.4%) 33 (17.2%) 20 (10.4%)
Critical Success Factors Analysis 1.38 .667 140 (72.9%) 32 (16.7%) 20 (10.4%)
Financial Analysis for competitors 1.46 .654 121 (63%) 54 (28.1%) 17 (8.9%)
Scenario Analysis 1.26 .610 159 (82.8%) 16 (8.3%) 17 (8.9%)
Basic Skills Analysis 1.30 .588 148 (77.1%) 31 (16.1%) 13 (6.8%)
Stakeholder Analysis 1.28 .571 151 (78.6%) 29 (15.1%) 12 (6.3%)
Value Chain Analysis 1.28 .562 150 (78.1%) 31 (16.1%) 11 (5.7%)
Porter’s 5 Power Analysis 1.21 .533 162 (84.4%) 19 (9.9%) 11 (5.7%)
Strategic Cooperation 1.54 .568 95 (49.5%) 90 (46.9%) 7 (3.6%)
Balance Scorecard 1.08 .387 183 (95.3%) 2 (1.0%) 7 (3.6%)
Organizational Culture Analysis 1.16 .446 167 (87%) 19 (9.9%) 6 (3.1%)
What if Analysis 1.14 .425 172 (89.6%) 14 (7.3%) 6 (3.1%)
SWOT 1.08 .368 183 (95.3%) 3 (1.6%) 6 (3.1%)
Experience Curve Analysis 1.18 .450 162 (84.4%) 25 (13.0%) 5 (2.6%)
The most common tools and techniques intended to be used by SMEs in 2013 were human resources analysis,
strategic planning, total quality management, customer relationship management, financial analysis, outsourcing,
benchmarking, strategic planning software, vision/mission and PEST analysis.For a total of 24 techniques
respondents were asked, on a three-point scale rating from “1: certainly satisfied” to “5: not at all satisfied”, to
indicate the degree of satisfaction with respect to techniques used in their firms (Table-10). Table 10. Satisfaction Rate for Tools and Techniques Most Common Used by SMEs in Antalya OIZ
Tools and Techniques Mean SD Satisfaction Rate
% n
Value Chain Analysis 1.14 .468 95.5 22
HR Analysis 1.22 .428 99.4 (1) 162
Strategic Planning 1.25 .449 99.4 (2) 163
CRM 1.35 .500 98.9 (3) 95
Portfolio Analysis 1.37 .541 97.4 38
Critical Success Factors Analysis 1.38 .576 95.8 24
Financial Analysis for firm owners 1.40 .518 98.7 78
TQM 1.41 .506 99.3 150
Strategic Planning Software 1.42 .545 97.7 43
Organizational Culture Analysis 1.53 .624 94.1 17
Financial Analysis for competitors 1.54 .536 98.3 59
Outsourcing 1.55 .543 97.8 91
Vision/Mission 1.57 .530 98.4 63
Scenario Analysis 1.62 .650 92.3 13
Basic Skills Analysis 1.63 .619 93.8 16
Strategic Cooperation 1.66 .530 97.6 41
Porter’s 5 Power Analysis 1.67 .617 93.3 15
Stakeholder Analysis 1.67 .917 70.8 24
Benchmarking 1.68 .713 86.0 50
PEST Analysis 1.70 .502 98.2 56
The most common satisfied tools and techniques used by SMEs in Antalya OIZ were human resources
analysis, strategic planning, total quality management, customer relationship management, financial analysis,
vision/mission, PEST, strategic planning software, outsourcing, strategic cooperation.
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For a total of 7 views on strategic planning and 19 views of management trends, respondents were asked on a
five-point scale rating from “1: certainly disagree” to “5: certainly agree” to indicate the degree to which the
views will be agreed by managers or firm owners (Table-11 and Table-12).
Table 12. The Management Views on Strategic Planning
No The Views on Strategic Planning Mean SD 54 The implementation of strategy has been effective (91.7%) 4.41 .640
50 The strategy adopted is the result of a very deliberate process of formulation (73.9%) 3.90 .792
49 Formal strategic planning is /would be an effective way to achieve improved financial performance (77.1%) 3.87 .559
48 Strategic planning has resulted in rigidity and inflexibility of response to the changing environment (69.8%) 3.83 .642
52 Strategic planning processes achieve a good fit between the external environment and the internal capability of the organization
(65.1%) 3.68 .679
53 The strategy adopted has “emerged” over time without being the result of a deliberate plan (40.1) 3.17 .962
51 Strategic planning has encouraged excessive bureaucracy (41.1%) 3.15 1.113
Turkish executives are more likely to feel that “the implementation of strategy has been effective” (91.7%)
and “formal strategic planning is/would be an effective way to achieve improved financial performance”
(77.1%). They are less likely to feel that “the strategy adopted has emerged over time without being the result of
a deliberate plan” (40.1%) and “strategic planning has encouraged excessive bureaucracy” (41.1%).
Table 11. The Views on Management Trends No The Views on Management Trends Mean SD % 29 Culture is as important as strategy for business success 4.44 .620 93.2
33 The current downturn will change consumer behaviors for at least three years 4.23 .694 85.9
43 We will pursue sustainability initiatives even if they hurt our profits 4.17 .611 91.2
30 Innovation is more important than cost reduction for long-term success 4.03 .613 85.5
31 Our company will use this recession to improve our competitive position 3.98 .738 80.8
36 We are planning for a downturn that will last at least until early 2015 3.95 .620 80.7
32 Government regulation of business will increase over the next five years 3.91 .729 85.5
44 Our top executives are comfortable taking higher risks for potentially higher
returns 3.89 .591 77.6
38 We should focus more on revenue growth and less on cost reductions 3.88 .680 73.9
39 Our entire organization is actively engaged in improving innovation 3.85 .696 73.5
47 Almost all of today’s market leaders will still be leaders five years from now 3.81 .655 73.4
35 International growth will be vital to our performance over the next five years 3.80 .616 69.2
37 We could dramatically boost innovation by collaborating with other companies 3.64 .766 67.7
45 Other emerging markets now offer better opportunities than China and India 3.62 .593 64.5
46 Our company waited too long to respond to this economic downturn 3.59 .972 61.9
40 Unclear decision making authority is hurting our performance 3.33 .950 51.1
42 Our decisions are being driven by short-term financials, not long-term strategies 3.33 .967 52.7
34 I am very concerned about how we will meet growth targets in 2013 3.33 1.035 51.6
41 Insufficient customer insight is hurting our performance 3.12 .826 26.9
Turkish executives are more likely to feel that “culture is as important as strategy for business success”
(93.2%) and “they will pursue sustainability initiatives even if they hurt their profits” (91.2%). They are less
likely to feel that “Insufficient customer insight is hurting our performance” and they are concerned with
“unclear decision making authority is hurting their performance”.
Some of these management trends also vary by region. North American executives are more likely to believe
that “culture is as important as strategy for business success” and “government regulation of business will
increase over the next five years”. They are less likely to believe that “almost all of today’s market leaders will
still be leaders five years from now”. European executives are less concerned with “our company waited too
long to respond to this economic downturn”. They are more likely to feel that “culture is as important as strategy
for business success”, “innovation is more important than cost reduction for long-term success” and
“international growth will be vital to our performance over the next five years”. Asian executives are more
focused on the need for culture and innovation as they agree more with “culture is as important as strategy for
business success” and “innovation is more important than cost reduction for long-term success”. They are less
concerned with “almost all of today’s market leaders will still be leaders five years from now”. Latin American
executives are more likely to feel that “culture is as important as strategy for business success” and they
concerned with how they will meet growth targets in 2013. They are less concerned with “our company waited
too long to respond to this economic downturn”.
1010
Table 13. The Variation of Manager Views on Management Trends According to Region
The Views of Managers on Management Trends N. America Europe Asia L. America
Antalya
OIZ,
Turkey (%)
Culture is as important as strategy for business success 86 86 90 89 93.2 The current downturn will change consumer behaviors for at least
three years 73 66 71 71 85.9
We will pursue sustainability initiatives even if they hurt our profits 37 44 46 45 91.2 Innovation is more important than cost reduction for long-term
success 67 75 84 78 85.5
Our company will use this recession to improve our competitive
position 69 72 74 80 80.8
We are planning for a downturn that will last at least until early 2015 67 62 63 65 80.7 Government regulation of business will increase over the next five
years 77 70 68 70 85.5
Our top executives are comfortable taking higher risks for potentially
higher returns 40 32 36 45 77.6
We should focus more on revenue growth and less on cost reductions 54 50 55 53 73.9 Our entire organization is actively engaged in improving innovation 55 52 53 51 73.5 Almost all of today’s market leaders will still be leaders five years
from now 24 27 23 24 73.4
International growth will be vital to our performance over the next
five years 55 75 82 58 69.2
We could dramatically boost innovation by collaborating with other
companies 57 55 66 57 67.7
Other emerging markets now offer better opportunities than China
and India 28 38 26 51 64.5
Our company waited too long to respond to this economic downturn 27 21 31 22 61.9 Unclear decision making authority is hurting our performance 48 56 55 46 51.1 Our decisions are being driven by short-term financials, not long-term
strategies 48 50 46 38 52.7
I am very concerned about how we will meet growth targets in 2013 69 60 62 81 51.6 Insufficient customer insight is hurting our performance 45 54 53 38 26.9
2. Conclusion
The use of strategic planning tools and techniques was less common in SMEs operating in Antalya OIZ,
Turkey. This could be explained by the insufficient financial and human capability of SMEs. As a result of this
study, the most common used tools and techniques are strategic planning, human resources analysis, total quality
management, customer relationship management, outsourcing, financial analysis for firm owners,
vision/mission, PEST, financial analysis for competitors, and benchmarking. According to other research, the
main role of SWOT analysis in the situation assessment and strategic analysis phases. According to Gunn and
Williams (2007), the results of their research in the UK, SWOT analysis is the most widely applied strategic tool
by all organizations surveyed. Benchmarking was ranked second in terms of its usage by all but manufacturing
organizations. One of the most recent surveys conducted by Aldehayyat and Anchor (2008) investigates the
awareness and use of strategic planning tools and techniques by Jordanian public organizations. They found that
the most common used tools and techniques are financial analysis, PEST or STEP analysis, Porter’s 5 forces
analysis, and analysis of critical success factors. They include those tools and techniques according to the high
popularity of utilization by organizations in different countries.
In the case of SMEs Stonehouse and Pemberton (2002) reported striking results that STEP analysis, Porter’s
five forces, value chain analysis and portfolio analyses are seldom used. Al Ghambi (2005) finds that 10% of
Saudi Arabian organizations are using tools and techniques regularly. These techniques are critical success
factors, benchmarking, and what-if analysis. Elbanna (2007) examines the utilization of strategic management
tools and techniques as a part of strategic planning process. He found the interesting results that “traditional
tools” such as Porter’s 5 forces, BCG matrix, value chain analysis, experience curve analysis, General Electric
matrix and Delphi technique utilized by organization in small cases. Afonina and Chalupský (2012) findings
show which tools and techniques are popular in Czech Republic and represent the comparative analysis of
strategic management tools and techniques utilization in Czech Republic and other countries (UK, Finland,
Australia, Saudi Arabia). In particular, SWOT analysis is the most applied strategic tool by organizations not just
in Czech Republic, but also this tool is favorite among practitioners in UK, Australian and Finland.
Some of these strategic planning tools and techniques vary by region. North American executives are more
likely to use customer relationship management, strategic planning and benchmarking while European
executives are more likely to use benchmarking, customer relationship management and strategic planning.
Asian executives are more likely to use customer relationship management, strategic planning and
mission/vision statements while L. American executives are more likely to use strategic planning and
1011
benchmarking. On the other hand, Turkish executives are more likely to use strategic planning, customer
relationship management and outsourcing. In addition, Turkish executives are more likely to feel that “culture is
as important as strategy for business success” and “they will pursue sustainability initiatives even if they hurt
their profits. They are less likely to feel that “insufficient customer insight is hurting their performance” and they
are concerned with “unclear decision making authority is hurting their performance”.
In this study we found a positive attitude towards strategic planning by managers of Turkish SMEs operating
in Antalya OIZ with strong support for “The implementation of strategy has been effective (91.7%)” and “formal
strategic planning is/would be an effective way to achieve improved financial performance (77.1%)”, but little
support for “the strategy adopted has emerged over time without being the result of a deliberate plan (40.1%)”
and “strategic planning has encouraged excessive bureaucracy (41.1%)”. Glaister and Falshaw (1999) found
similar attitudes to strategic planning by the managers of UK companies. Similarly, Dincer et al’s. (2006) study
found a positive attitude towards strategic planning by managers of Turkish companies with strong support for
“formal strategic planning is/would be an effective way to achieve improved financial performance”, but little
support for “strategic planning has encouraged excessive bureaucracy” and ”strategic planning has resulted in
rigidity and inflexibility of response to the changing environment. Clark’s (1997) study, empirical study of tool
usage by strategic management practitioners in the United Kingdom and New Zealand found striking similarities
in tool usage patterns for a series of core strategic tasks.
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