A STUDY FOR BUSINESS INTERNAL ENVIRONMENT TURBULENCE MANAGEMENT

The aim of this study is to create and analyze a Turbulence Management Model for the internal environment of a business. In this study, the Analytic Hierarchy Process has been used. In the first phase of the study, model is created. In the turbulence model, the weights of the turbulence characteristics, the weights of the internal environment factors, the weights of the management functions are calculated with the Analytic Hierarchy Process. According to the results of the study, in internal environment, the weights of creating turbulence of the characteristics complexity, changeability, predictability which are in model recommended can be identified. The second result is that it has been determined that each internal environment factor is important in what degree according to turbulence characteristics. Another result is that the priorities of the management functions can be calculated according to each internal environment factor. Consequently; for business within the research, it is determined that coordinating function is important at first in turbulence management. Secondly important management function is controlling. It is determined that these two management functions are respectively followed by directing, planning and organizing functions. The results of the study give information about which business requires giving priority what management functions.

___

Ananda, J., & Herath, G. (2003). The use of Analytic Hierarchy Process to incorporate stakeholder preferences into regional forest planning. Forest policy and economics, 5(1), 13-26.

Bourgeois III, L. J. (1985). Strategic goals, perceived uncertainty, and economic performance in volatile environments. Academy of management journal, 28(3), 548-573.

Boyne, G. A., & Meier, K. J. (2009). Environmental turbulence, organizational stability, and public service performance. Administration & Society, 40(8), 799-824.

Byun, D. H. (2001). The AHP approach for selecting an automobile purchase model. Information & Management, 38(5), 289-297.

Cameron, K. S., Kim, M. U., & Whetten, D. A. (1987). Organizational effects of decline and turbulence. Administrative Science Quarterly, 222-240.

Chou, Y., Lee, C., & Chung, J. (2004). Understanding m-commerce payment systems through the analytic hierarchy process. Journal of Business Research, 57(12), 1423-1430.

Dess, G. G., & Beard, D. W. (1984). Dimensions of organizational task environments. Administrative science quarterly, 52-73.

Expert Choice. (2000). Expert choice, Analytical hierarchy process (AHP) Software, Version 9.5. Expert Choice. Pittsburgh.

Gibney, R., & Shang, J. (2007). Decision making in academia: A case of the dean selection process. Mathematical and Computer Modelling, 46(7-8), 1030-1040.

Herath, G. (2004). Incorporating community objectives in improved wetland management: the use of the analytic hierarchy process. Journal of environmental management, 70(3), 263-273.

Ho, W. (2008). Integrated analytic hierarchy process and its applications–A literature review. European Journal of operational research, 186(1), 211-228.

Iansiti, M. (1995). Shooting the rapids: Managing product development in turbulent environments. California Management Review, 38(1), 37-58.

Koçel, T. (2018). İşletme Yöneticiliği. İstanbul: Beta Yayınları.

Kuivalainen, O., Sundqvist, S., Puumalainen, K., & Cadogan, J. W. (2004). The effect of environmental turbulence and leader characteristics on international performance: are knowledge‐based firms different?. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 21(1), 35-50.

Mason, Roger B.(2007). The external environment's effect on management and strategy. Management Decision, 45(1), 10-28.

Melton, E. K. (2017). Testing turbulence: Exploring the determinants of managerial networking. Public Organization Review, 17(1), 19-37.

Papulo, J., & Papulova, E. (2010). Strategic think in gand strategic approach in small land middle-sized manufacturing firms, Comenius Management Review, 4(1), 25-34.

Power, B., & Reid, G. C. (2005). Flexibility, firm-specific turbulence and the performance of the long-lived small firm. Review of Industrial Organization, 26(4), 415-443.

Rosca, I., & Moldoveanu, G. (2009). Management in turbulent conditions. Journal of EconomicComputation and Economic Cybernetics Studies and Research, 2, 5-12.

Saaty, T. L. (1980). The analytic Hierarchy Process.. New York: McGraw-Hill international Book Company Saaty, T.L., (1986). Axiomatic Foundation of the Analytic Hierarchy Process. Management Science, 32(7), 841- 855.

Siggelkow, N., & Rivkin, J. W. (2005). Speed and search: Designing organizations for turbulence and complexity. Organization Science, 16(2), 101-122.

Smart, C., & Vertinsky, I. (1984). Strategy and the environment: A study of corporate responses to crises. Strategic management journal, 5(3), 199-213.

Vashishtha, S., & Ramachandran, M. (2006). Multicriteria evaluation of demand side management (DSM) implementation strategies in the Indian power sector. Energy, 31(12), 2210-2225.

Yüksel, M., Dağdeviren, M.,& Kabak, M. (2018). An Analysis of the Factors Determining the Effectiveness of Chemistry Education by Using Fishbone Analysis and AHP-PROMETHEE Techniques. Necatibey Faculty of Education Electronic Journal of Science & Mathematics Education, 12(1), 442-472.
Uluslararası Avrasya Sosyal Bilimler Dergisi-Cover
  • ISSN: 2146-1961
  • Yayın Aralığı: Yılda 4 Sayı
  • Başlangıç: 2010
  • Yayıncı: Prof. Dr. Kadir ULUSOY