Tedarik Zinciri Ağlarında İnformal Koordinasyonun Belirleyicileri: Türk Metal Mutfak Eşyası Üreten Firmalarda Bir Alan Çalışması
Author :
Abstract
Küreselleşme ve teknolojik gelişmelere bağlı olarak işletmeler tedarik zinciri ağlarını yönetmede güçlük yaşamaktadır (Hameri ve Hintsa, 2009). Bu güçlüğü alt etmek kuralların dışında informal koordinasyonla mümkün olmaktadır. Bu nedenle tedarik zinciri ağlarının örgütsel faktörlerle birlikte incelenmesi gerekmektedir (Singh, 2013).
Bu araştırma Türkiye metal mutfak eşyası bağlamında tedarik zinciri ağlarında informal koordinasyonun belirleyicilerini araştırmayı amaçlar. Yapılan yazın taraması ile önceki çalışmaların konu, yöntem ve bulguları incelenmiştir. Bunlardan bir anket uyarlanmış ve rastgele belirlenmiş 240 kişiye uygulanmıştır. Yazındaki yöntemler kullanılarak analiz edilen veriler uygulayıcılar ve araştırmacılar için pek çok bilgiyi ortaya çıkarmıştır.
Araştırma sonuçlarına göre düzenlemeler ve kurallar informal bir koordinasyonun oluşmasını engellemektedir (Ogulin ve Selen, 2005; Ogulin vd., 2012). Ayrıca yetenek bağlılığı ve ilişki düzenlemenin iç etkinliği artırdığı gözlenmiştir (Ogulin vd., 2008; Cox, 2004a; Cox, 2004b). Son olarak tedarik (Bhatnagar ve Sohal, 2005; Hameri ve Hintsa, 2009) ve pazarla ilgili TZY unsurlarının (Zhu ve Sarkis, 2007) dış etkinliği artırdığı tespit edilmiştir.
Keywords
Abstract
Due to globalization and technological developments, firms are having difficulties in managing their supply chains (Hameri and Hintsa, 2009). Overcoming these difficulties is possible with informal coordination except from rules. With this reason, supply chains should be evaluated with organizational factors (Singh, 2013).
This research aims to explore factors of informal coordination in supply chains in Turkish metal household items sector. With the literature review, topics, methodology and findings of former studies are examined. A questionnaire is adapted and applied to 240 randomly defined sample. Data is analyzed with the methods of former research and many implications are derived.
The results of the study revealed that, rules hinder informal coordination (Ogulin and Selen, 2005; Ogulin et.al., 2012). Moreover, capability connectivity and relationship alignment boost internal efficiency (Ogulin et.al., 2008; Cox, 2004a; Cox, 2004b). Lastly, issues related to market and supply raise external efficiency (Zhu and Sarkis, 2007).
Keywords
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