Girişimci Tutkusunun Örgütsel Kültüre Dönüşümü

Yatırım araştırmaları ile ilgili literatür, melek yatırımcılar için yeni bir girişimi fonlamada dikkate aldıkları pek çok somut kriter arasında yatırım yaptıkları takımın tutkusunun temel kriterlerden biri olduğunu göstermektedir. Bu durum, girişimcilerin girişim tutkularını örgütsel kültüre nasıl dönüştürdüklerini de içeren bazı soruları ortaya çıkarmaktadır. Bu çalışmada girişimci tutkusu, düalisttik model ile açıklanabilecek sosyolojik bir yapı olarak tanımlanmaktadır. Bu yapının yeni girişimlerde nasıl oluştuğu ve örgütsel kültüre nasıl dönüştüğü araştırılmıştır. Bu amaçla Türkiye’nin ilk kurulan teknoparkındaki 9 yeni girişim incelenmiştir. Araştırma üç aşamada gerçekleştirilmiştir. Bu süreçte 9 girişimci ve 26 çalışanla yüz yüze görüşülerek veriler toplanmış, veriler kritik söylem analizi ile değerlendirilmiştir. Çalışmanın bulgularına göre girişimciler tutku düzeylerine göre dört kategoriye ayrılmıştır. Birinci kategoride yer alan girişimciler tutkularını örgütsel kültüre dönüştüremezken dönüşüm konusunda en başarılı olan girişimciler dördüncü kategoride yer almaktadır. Başarılı girişimciler risk odaklı bir tutkuya sahip olmakla birlikte tutkularını idealize etmeyip içselleştirerek çalışanları ile daha kolay paylaşabilmektedir.

Transformation of Entrepreneur’s Passion to Organizational Culture

Literature on investment studies show that one of the basic criteria of angel investors regarding a wellfounded start-up is the passion of the team they will invest in, alongside many other tangible criteria. This fact raises some questions including how do entrepreneurs transform their enterprise passion into the organizational culture. In this study, passion is defined as a sociological structure which can be examined with dualistic model. In the start-up, construction of this structure and its transforming into the organizational culture are examined. In line with this purpose, enterprises from the earliest Science and Technology Park were selected in Turkey. Current study was carried out in three phases. The data was collected from 9 entrepreneurs and 26 employees by face to face interview and evaluated by critical discourse analysis. According to the findings, the entrepreneurs were classified into four categorizations in terms of their passion. While entrepreneurs who belong to first category could not transform their passion to the organizational culture the most successful entrepreneurs about transformation are in the category four. Successful entrepreneurs can share passion more easily with their employees if they have internalized -not idealized- besides having risk oriented passion.

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