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

Bu çalışmada ilk olarak, köken ülkede yaşanan dışsal şokların alıcı ülkelerdeki bağlı firmaları nasıl etkilediğine odaklanılmıştır. İkinci olarak ise, dışsal şokun bağlı firma üzerindeki etkilerine bağlı olarak ana firmanın bağlı firmalara ilişkin yönetim anlayışı ve politikalarında ne tür değişiklikler tartışıldığı/yapıldığı ortaya 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 bağlı firmasında incelemeler yapılmıştır. Bir örnek olay çalışması şeklinde tasarlanan araştırma sonuçları, bağlı firma olan Toyota Otomotiv Sanayi Türkiye A.Ş’nin, üretim girdileri bağlamında köken ülkedeki ana işletmeye olan yüksek bağımlılığı sebebiyle, dışsal şoktan özellikle kısa vadede oldukça ciddi biçimde etkilendiğini göstermektedir. Bu etkilenmeye bağlı olarak ana firmanın bağlı firmalara yönelik uygulamakta olduğu tedarik politikası başta olmak üzere bazı politikalarının değiştirilmesine yönelik tartışmalar ise henüz bir karara bağlanmamıştır. Ancak yapılmakta olan tartışmalar göz önüne alındığında, bu tartışmalar sonucunda alınması muhtemel kararlarla ana firmanın bağlı firmalara yönelik politikalarında radikal değişiklikler yapmayı düşünmediği söylenebilir

Anahtar Kelimeler:

Dışsal şoklar, Değişim, Toyota

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

This study focuses on how the shock wave caused by the earthquake in Japan, the subsequent tsunami and nuclear disaster affected the 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 congruencetype changes, which strengthen their strategic tendencies in order not to encounter the adverse results that occur after a similar external shock

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