Journal article Open Access

Measuring Strategic Management Maturity: An Empirical Study in Turkish Public and Private Sector Organizations

F. Demir

Strategic Management is highly critical for all types of organizations. This paper examines maturity level of strategic management practices of public and private sector organizations in Turkey, and presents a conceptual model for assessing the maturity of strategic management in any organization. This research focuses on R&D intensive organizations (RDO) because it is claimed that such organizations are more innovative and innovation is a critical part of the model. The Strategic management maturity model (S-3M) is basically composed of six maturity levels with five different dimensions. Based on 63 organizations, the findings reveal that the average maturity of all organizations in the sample group is three out of five. It corresponds to the stage of ‘performed’. Results simply show that the majority of organizations from various industries and sectors implement strategic management activities; however, they experience multiple challenges to optimize strategic management processes and integrate organizational components with business strategies. Briefly, they struggle to become an innovative organization.

Files (254.6 kB)
Name Size
10008161.pdf
md5:41eb1f359c62927c5b914e62cf467c49
254.6 kB Download
  • Carrillo, J.M. (2001). Developing management systems for emerging countries (Online).Available:http://www.scielo.br/pdf/rae/v41n4/v41n4a02.pdf(Accessed 15 August 2017).
  • Crittenden, V. & Crittenden, W. (2008). Building a capable organization: the eight levers of strategy implementation. Business Horizons, 51(4), 301–309.
  • Kim, L. (1997). Imitation to innovation: the dynamics of Korea's technological learning, Boston, Mass.: Harvard Business School Press.
  • Lall, S. (1990). Building industrial competitiveness in developing countries. Paris: OECD.
  • North D. C. (1994). Economic performance through time. American Economic Review, 84, 359-368.
  • Oakpara, F. O. (2002). Implementation of strategic management: the challenges and implications for organizational change. African Research Review Research, vol.1. (1).
  • OECD (2009). Policy brief: globalization and emerging economies. Paris: organization for economic Co-Operation and development.
  • Olson, M. (1992). The hidden path to a successful economy: the emergence of market economies in Eastern Europe. London: Blackwell Publishers. [10] Kim, L. (1998). Technology policies and strategies for developing countries: lessons from the Korean experience. Technology Analysis & Strategic Management, 10:3, 311-323. [11] Schram, A. (2014). Leadership, strategic planning and strategic management for higher education institutions in developing countries. World Business and Economics Research Conference, Auckland, New Zealand. [12] Demirkaya, Y. (2015). Strategic planning in Turkish public sector. Transylvanian Review of Administrative Sciences, Special Issue, 15-29. [13] Aho, M. (2009). A capability maturity model for corporate performance management – an empirical study in large Finnish manufacturing companies. [14] Fisher, D.M. (2004). The Business Process Maturity Model. A Practical Approach for Identifying Opportunities for Optimization. (Online). Available:http://www.bptrends.com/publicationfiles/1004%20ART%20BP%20Maturity%20M odel%20-%20Fisher.pdf (Accessed 24 July 2017). [15] Melenovsky, M. J. & Sinur, J. (2006) BPM Maturity identifies six phase for successful BPM adoption. Gartner, 18 October. [16] Rosemann, M., de Bruin, T. and Hueffner, T. (2004), "A model for business process management maturity", ACIS 2004 Proceedings. 15th Australasian Conference on Information Systems, 1-3 Dec 2004, Hobart, Tasmania, Australia. [17] Project Management Institute (2013) Organizational project management maturity model: OPM3 knowledge foundation, 3rd Ed., Project Management Institute (PMI), Inc, Newtown Square, Pennsylvania. [18] Nauyalis, C. A new framework for assessing your innovation program: introducing the innovation management maturity model by planeview.Online.Available:http://www2.planview.com/im3/docs/Planview-Innovation-Maturity-Model.pdf (Accessed: 24, July 2017). [19] Strategic Management Maturity Model (SMMM) by Balanced Scorecard Institute.Online.Available:http://www.balancedscorecard.org/Portals/0/PDF/BSCIStrategicManagementMaturityModel.pdf (Access: 24 July 2017). [20] Butler, A., Letza, S.A., and Neale, B. (1997). Linking the balanced scorecard to strategy. Long Range Planning,30:2, 242–153. [21] Zawislak, P.A., Marins, L.M. (2007). Strengthening innovation in developing countries. Journal of Technology Management and Innovation, 2:4, 44-54. [22] Demir, F. (2017) Innovation strategies and challenges in emerging economies: the case of research and technology organizations in Turkey. (Online).Available:http://waset.org/publications/10007195/innovation-strategies-and-challenges-in-emerging-economies-the-case-of-research-and-technology-organizations-in-turkey (Access: 15 August 2017).
  • Zedtwitz, M. (2005). International R&D strategies in companies from developing countries – the case of China. Int'l R&D by Chinese Firms, UNCTAD.
18
6
views
downloads
All versions This version
Views 1818
Downloads 66
Data volume 1.5 MB1.5 MB
Unique views 1717
Unique downloads 66

Share

Cite as