Sıkı-Gevşek Örgüt Kültürünün ve Kişi-Örgüt Uyumunun Çalışanların Çift Yönlülük Algılarına Etkisi

Amaç – Araştırmanın amacı, sıkı-gevşek örgüt kültürünün ve kişi-örgüt uyumunun, çift yönlülük algısına etkisini incelemektir. Yöntem – Araştırma, teknoloji sektöründe çalışan 201 personel ile online anket yoluyla gerçekleştirilmiştir. Veriler, korelasyon ve çoklu regresyon analizleri ile çözümlenmiştir. Bulgular – Araştırma sonucuna göre, sıkı-gevşek kültür ve kişi-örgüt uyumu, çift yönlülük algısını pozitif ve anlamlı etkilemektedir. Ayrıca sıkı kültür ve çift yönlülük algısı ilişkisinde kişi-örgüt uyumu aracılık görevi görmektedir. Tartışma – 21. Yüzyılda hayatın, yenilikçilik ile fonksiyonel ve kaliteli hâle gelmesi işletmeleri, yeni pazarlara yatırım yapmaya yöneltmektedir. Yenilikçilik, işletmenin yararlanıcı ve keşifsel yeteneklerini “eş zamanlı” (çift yönlülük) değerlendirmesini gerektirir ki; yenilikçiliğin gerçekleşmesi, tepe yönetiminden astlara kadar tüm çalışanların, örgüt kültürü algılarına bağlıdır. Araştırmalar göstermektedir ki yenilikçi kültür algısıyla beslenen çalışanın örgütsel uyumu, farklı fikir ve yeteneklerini birleştirmesini sağlamaktadır (Quinn ve Spreitzer,1991; Denison ve Mishra, 1995; Taormina,1997).

The Effect of Tight-Loose Organization Culture and Person-Organization Fit in Terms of Employees’ Perceptions of Ambidexterity

Purpose – The purpose of the study is to examine the effect of tight-loose organizational culture and person-organization fit and the perception of ambidexterity. Design/methodology/approach – The research was conducted through an online survey with 201 persons working in the technology sector. Data were analyzed by correlation and multiple regression analyzes. Findings – According to the research results, person-organization fit and tight-loose culture effect the perception of ambidexterity positively and significantly. Furthermore person-organization fit has a role of mediator in the relationship between tight culture and perception of ambidexterity. Discussion – The fact that life has become innovative, functional and quality in the 21th century leads businesses to invest in new markets. Innovativeness requires a business to use its beneficiary and exploratory abilities synchronously (ambidexterity). The achievement of ambidexterity is depended on organizational culture perceptions of all employees including top managers and subordinates. Previous studies show that organizational adaptation of an employee who has a perspective of innovative culture provides different ideas and abilities to combine.

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