Yükseköğretimde Kurumsal Hedeflere Ulaşmak için Kültürel Dönüşüm Stratejileri: Spor Bilimleri Fakültesi'nde Bir Araştırma
Abstract
Amaç: Bu araştırma, Türkiye'deki kamu ve özel yükseköğretim kurumlarının kurumsal hedeflere ulaşmasına yardımcı olabilecek kültürel dönüşüm stratejilerini incelemek amacıyla yapılmıştır. Yöntem: Araştırmada, belirli bir fakülte içindeki kültürel dinamikleri analiz etmek için karma araştırma yöntemi kullanılmıştır. Quinn ve Cameron tarafından geliştirilen Örgütsel Kültür Değerlendirme Aracı (OCAI), fakültenin mevcut kültürü ile stratejik planda belirtilen arzu edilen kültür arasındaki uyum ve uyumsuzlukları değerlendirmek için kullanılmıştır. Araştırma verileri Spor Bilimleri Fakültesi'nde çalışan akademik ve idari personelden toplanmıştır. Mevcut ve hedeflenen durum için baskın örgüt kültürü tipleri (hiyerarşi, piyasa, adhokrasi, klan) tematik olarak analiz edilmiştir. Bulgular: Üniversitenin stratejik planı çalışanlara, öğrenmeye ve değişime açık olan, işbirliği ve stratejik yönetimi teşvik eden bir kültür benimsediği görülmektedir. Arzu edilen kültür, Quinn ve Cameron'ın modelindeki “Klan Kültürü” ve “Adhokrasi Kültürü” özelliklerini içermektedir. Sonuç: Sonuç olarak mevcut fakülte kültürünün hiyerarşik ve rekabetçi olmasına karşın, çalışanların stratejik planın öngördüğü kültürü tercih ettikleri belirlenmiştir. Bu nedenle, mevcut kültürden üniversitenin arzu ettiği “Klan” ve “Adhokrasi” kültürüne geçiş için Kültürel Farkındalık ve Eğitim, Katılımcı Yönetim ve Liderlik Yaklaşımı, Esnek ve Yenilikçi Çalışma Ortamı, Performans Değerlendirme ve Ödüllendirme Sistemleri ile İletişim ve Geri Bildirim Mekanizmaları gibi stratejiler önerilmekte ve çalışanların stratejik hedeflerle uyumlu hale getirilmesi hedeflenmektedir.
References
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- Cameron, K. S., & Quinn, R. E. (2006). Diagnosing and changing organizational culture: Based on the competing values framework. Jossey-Bass.
- Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. Jossey-Bass.
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- Quinn, R. E., & Cameron, K. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management Science, 29(1), 33-51. https://doi.org/10.1287/mnsc.29.1.33.
- Roberson, Q. M. (2006). Disentangling the meanings of diversity and inclusion in organizations. Group & Organization Management, 31(2), 212-236. https://doi.org/10.1177/1059601104273064.
- Schein, E. H. (1992). How can organizations learn faster? The problem of entering the Green Room.
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- Tierney, W. G. (1988). Organizational culture in higher education. Journal of Higher Education, 59(1), 2-21. https://doi.org/10.1080/00221546.1988.11778301.
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- Van de Ven, A. H., & Poole, M. S. (2005). Alternative approaches for studying organizational change. Organization Studies, 26(9), 1377-1404.
- Wentling, R. M., & Palma-Rivas, N. (2000). Current status and future trends of diversity initiatives in the workplace: Diversity experts' perspective. Human Resource Development Quarterly, 11(1), 35-46. https://doi.org/10.1002/hrdq.3920090304.
- Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading digital: Turning technology into business transformation. Harvard Business Review Press.
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Cultural Transformation Strategies to Achieve Institutional Goals in Higher Education: An Investigation at the Faculty of Sport Sciences
Abstract
Aim: This research was conducted to examine cultural transformation strategies that could help public and private higher education institutions in Turkey achieve their institutional goals. Method: In the research, a mixed research method was used to analyse the cultural dynamics within a particular faculty. The Organisational Culture Assessment Instrument (OCAI) developed by Quinn and Cameron was used to assess the congruence and incongruence between the current culture of the faculty and the desired culture stated in the strategic plan. Research data were collected from academic and administrative staff working at the Faculty of Sport Sciences. The dominant organisational culture types (hierarchy, market, adhocracy, adhocracy, clan) were analysed thematically for the current and targeted situation. Results: The strategic plan of the university seems to adopt a culture that is open to employees, learning and change, and encourages co-operation and strategic management. The desired culture includes the characteristics of ‘Clan Culture’ and ‘Adhocracy Culture’ in Quinn and Cameron's model. Conclusion: As a result, it was determined that although the current faculty culture is hierarchical and competitive, the employees prefer the culture envisaged by the strategic plan. Therefore, strategies such as Cultural Awareness and Training, Participative Management and Leadership Approach, Flexible and Innovative Working Environment, Performance Evaluation and Reward Systems, and Communication and Feedback Mechanisms are recommended to transition from the current culture to the university’s desired "Clan" and "Adhocracy" culture, aligning employees with the strategic goals.
Keywords
Institutional Culture University Culture Cultural Change Change Management Strategic Planning
References
- Aguinis, H. (2019). Performance management. New Jersey: John Wiley & Sons.
- Altbach, P. G., & Knight, J. (2007). The internationalization of higher education: Motivations and realities. Journal of Studies in International Education, 11(3-4), 290-305. https://doi.org/10.1177/1028315307303542.
- Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change work in progress. Routledge. https://doi.org/10.4324/9781315688404.
- Amabile, T.M. (1996) Creativity in context. Westview Press, Boulder, CO.
- Besson, P., & Rowe, F. (2012). Strategizing information systems-enabled organizational transformation: a transdisciplinary review and new directions. Journal of Strategic Information Systems, 21(2), 103-124. https://doi.org/10.1016/j.jsis.2012.05.001.
- Buchanan, D. A., & Huczynski, A. (2019). Organizational behaviour: An ıntroductory text. Pearson Education.
- Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.
- Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative research in psychology, 3(2), 77-101.
- Cameron, K. S., & Green, M. (2015). Diagnosing and changing organizational culture: Based on the competing values framework. Jossey-Bass.
- Cameron, K. S., & Quinn, R. E. (2006). Diagnosing and changing organizational culture: Based on the competing values framework. Jossey-Bass.
- Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. Jossey-Bass.
- Clampitt, J., Sanchez, C., Kwan, J., Krause, E., MacCrann, N., Park, Y., ... & Walker, A. R. (2017). Galaxy–galaxy lensing in the dark energy survey science verification data. Monthly Notices of the Royal Astronomical Society, 465(4), 4204-4218. https://doi.org/10.1093/mnras/stw2988.
- Clampitt, P. G. (2017). Communicating for managerial effectiveness: Challenges, strategies, solutions. Sage Publications.
- De Wit, H. (2011). Internationalization of higher education: Nine misconceptions. International Higher Education, (64), 6-7.
- Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of organizational life. Reading/Т. Deal, A. Kennedy.–Mass: Addison-Wesley, 2, 98-103.
- Denison, D., Nieminen, L., & Kotrba, L. (2014). Diagnosing organizational cultures: A conceptual and empirical review of culture effectiveness surveys. European Journal of Work and Organizational Psychology, 23(1), 145-161. https://doi.org/10.1080/1359432X.2012.713173.
- Eccles, R. G., Ioannou, I., & Serafeim, G. (2014). The impact of a corporate culture of sustainability on corporate behavior and performance. Harvard Business School Working Paper, 12-035.
- Hampden-Turner, C., & Trompenaars, F. (1997). Response to geert hofstede. International Journal of Intercultural Relations, 21(1), 149.
- Harris, P. R., & Moran, R. T. (2011). Managing cultural differences. Routledge.
- Hatch, M. J., & Cunliffe, A. L. (2013). Organization theory: Modern, symbolic, and postmodern perspectives. Oxford University Press.
- Hiatt, J. M., & Creasey, T. J. (2012). Change management: The people side of change. Prosci.
- Hofstede, G. (1984). Culture's consequences: International differences in work-related values. Sage Publications.
- Hofstede, G. (1991). Cultures and organizations: Software of the mind. McGraw-Hill.
- Koro-Ljungberg, M., McNeill, N., & Elwood, S. (2017). The importance of ınstitutional culture: Enhancing faculty engagement and effectiveness. Journal of Higher Education Policy and Management, 39(3), 304-319.
- Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
- Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Harvard Business Review Press.
- Kuh, G. D., & Whitt, E. J. (1988). The invisible tapestry: Culture in American colleges and universities. ASHE-ERIC Higher Education Report No. 1, 1988. Association for the Study of Higher Education.
- Lawler, E. E. (2003). Reward practices and performance management system effectiveness. Organizational Dynamics, 32(4), 396-404.
- Martin, J., & Meyerson, D. (2012). Organizational Culture: Mapping the Terrain. SAGE Publications.
- Northouse, P. G. (2018). Leadership: Theory and practice. Sage Publications.
- Ogbonna, E.; Harris, L.C. (2015). Subcultural tensions in managing organisational culture: A study of an English Premier League football organisation. Humans Resource Management, 25, 217–232. https://doi.org/10.1111/1748-8583.12059.
- Porter, M. E., & Kramer, M. R. (2006). Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review, 84(12), 78-92.
- Quinn, R. E., & Cameron, K. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management Science, 29(1), 33-51. https://doi.org/10.1287/mnsc.29.1.33.
- Roberson, Q. M. (2006). Disentangling the meanings of diversity and inclusion in organizations. Group & Organization Management, 31(2), 212-236. https://doi.org/10.1177/1059601104273064.
- Schein, E. H. (1992). How can organizations learn faster? The problem of entering the Green Room.
- Schein, E. H. (2009). The corporate culture survival guide. John Wiley & Sons.
- Schein, E. H. (2010). Organizational culture and leadership. John Wiley & Sons.
- Smart, J. C., & St. John, E. P. (1996). Organizational Culture and effectiveness in higher education: A test of the "culture type" and "strong culture" hypotheses. Educational Evaluation and Policy Analysis, 18(3), 219-241. https://doi.org/10.3102/01623737018003219.
- Smith, W. K., Jarzabkowski, P., Lewis, M. W., & Langley, A. (Eds.). (2017). The Oxford handbook of organizational paradox. Oxford University Press.
- Stone, D., Patton, B., & Heen, S. (2023). Difficult conversations: How to discuss what matters most. Penguin.
- Thomas, R. R. (1996). Redefining diversity. AMACOM.
- Tierney, W. G. (1988). Organizational culture in higher education. Journal of Higher Education, 59(1), 2-21. https://doi.org/10.1080/00221546.1988.11778301.
- Trompenaars, F., & Hampden-Turner, C. (1997). Riding the waves of culture: Understanding diversity in global business. McGraw-Hill.
- Trompenaars, F., & Hampden-Turner, C. (2012). Riding the waves of culture: Understanding diversity in global business. Nicholas Brealey Publishing
- Van de Ven, A. H., & Poole, M. S. (2005). Alternative approaches for studying organizational change. Organization Studies, 26(9), 1377-1404.
- Wentling, R. M., & Palma-Rivas, N. (2000). Current status and future trends of diversity initiatives in the workplace: Diversity experts' perspective. Human Resource Development Quarterly, 11(1), 35-46. https://doi.org/10.1002/hrdq.3920090304.
- Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading digital: Turning technology into business transformation. Harvard Business Review Press.
- Yukl, G. (2013). Leadership in organizations. Pearson.
Details
| Primary Language | English |
|---|---|
| Subjects | Sports Science and Exercise (Other) |
| Journal Section | Article |
| Authors | |
| Early Pub Date | April 15, 2025 |
| Publication Date | April 30, 2025 |
| Submission Date | January 9, 2025 |
| Acceptance Date | April 15, 2025 |
| Published in Issue | Year 2025 Volume: 9 Issue: 1 |
