YÖNETİCİ YEDEKLEME PLANI BİR ÖRGÜTÜN DEĞİŞİM KAPASİTESİNİ NASIL AZALTABİLİR? KURAMSAL BİR MODEL

Bu çalışmada yönetici yedekleme planının bir örgütün değişim kapasitesini nasıl azaltabileceğini gösteren kuramsal bir model geliştirilmiştir. Savunulan ana teze göre, üst düzey yönetici seçimi ve gelişiminde egemen olan “uyum” yaklaşımı ve var olan çeşitli sosyopolitik güçler, yönetici takımının benzeşikliğini (homojenliğini) arttırma ve yöneticilerin kariyer deneyimlerindeki çeşitliliği ve bilgi işleme yetkinliklerini azaltma eğilimi göstermektedir. Bu da, üst yönetim takımının bilgi, yetenek ve bakış açısı genişliğinde sınırlamalara neden olmakta, ve sonuç olarak, örgütlerin değişim kapasitesini azaltarak özellikle dinamik çevrelere uyum sağlamada başarısızlıklara yol açmaktadır. Ayrıca çalışmada, geliştirilen model ve önermelerin Türkiye’de yapılacak olan araştırmalar ve yönetimsel uygulamalar için önemi tartışılmaktadır.

HOW EXECUTIVE SUCCESSION PLANNING HINDERS AN ORGANIZATION’S CHANGE CAPACITY: A THEORETICAL MODEL

This paper presents a theoretical model showing how succession planning can reduce the change capacity of an organization. It is argued that the dominant fit approach and sociopolitical processes in executive selection and development tend to increase the homogeneity of the executive team and to reduce the variety of executives' career experience and their information-processing capability. This, in turn, leads to the restriction of the breadth of top management team knowledge, skills, and perspectives, which lowers organizational adaptive capacity and leads to adaptation failures, particularly in dynamic environments. Finally, the paper discusses the implications of the model and the propositions for future research and managerial practice in Turkey.

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