Browsing by Subject "Institutional change"

Now showing 1 - 4 of 4

Open Access
Ethnic groups at ‘critical junctures’: The Laz vs. Kurds
(Taylor & Francis, 2012-03) Sarigil, Z.
Open Access
The institutional change towards a self managing organization case study: NEL Nuclear Electronics Company
(1992) Köseoğlu, Dilek
Toward 2000's the institution building process is a becoitiming phenomenon. The term institution is generally understood as a large bureaucratic organizations. From the extensive literature survey it is observed that little has been written from the human resources perspective and the issues of building a more participative democratic institutional culture in organizations. Basically, this thesis is about the potential impact of the institutional change process on the company culture. It analyses the degrees of institutionalization and resistance to this institutional change . The change process is based on the development of a participative democratic institutional organization of NEL Nuclear Electronics Company which was choosen as a case study.
Open Access
Opening the blackbox : the transformation of the Turkish military
(2016-03) Gürcan, Metin
The existing research on Turkish civil-military relations (CMR) in general and on civilianization process since the early 2000s in particular tends to neglect the military side of the story. Despite the fact that the literature on Turkish (CMR) has expanded enormously in the last decades, the literature is dominated by mostly descriptive and argumentative “ outside-in” insights, provided by the "civilian" researchers. Indeed, the absence of internal empirical insights from within the Turkish military, which is still a black box waiting to be opened in scholarly terms, would be listed as the first shortfall in the literature of Turkish CMR. This research aims at opening the blackbox of the Turkish military and emphasizes that not only exogenous factors but also endogenous factors from within the military should be taken into consideration when analyzing the changes in the Turkish civil-military relations. The following research questions direct this study: Why, how, to what extent, in which domains, and through which mechanism has Turkish military been transforming itself? How does this transformation affect first the military's organizational culture, and then Turkish CMR? To answer these questions, this research is based on the eclectic theoretical design benefiting both from the model of gradual institutional change and culturalist approach to the military. This research seeks to follow an approach from multiple angles (e.g., TAF as a security organization, as a social institution and officership as a profession) as well as from multiple levels (e.g., institutional, individual) with the use of original and primary data (in-depth interviews with 82 officers from different ranks and services and surveys applied to 1,401 officers, a representative sample of officer corps in terms of rank and service distribution). This multi-method design reflecting insights from different levels of analysis provides an opportunity to the research for triangulation of the findings for more external validity. Simply, by revealing the High Command's attempts to transform TAF's security culture, elucidating dynamics influencing change in the TAF's social culture and examining differentiation within the officer corps, this research provides a snapshot of the Turkish military and an empirical discussion of those endogenous factors influencing the Turkish CMR. The findings show that differentiation among the TAF's security culture, social culture and officer corps' professional culture in terms of change types (layering, drift, conversion, displacement), change agents (subversives, opportunists, symbionts, insurgents) change pathways (emulation, adaptation, innovation) creates a power-distributional effect of change, which according to this research, yields to gradual institutional transformation within the TAF. This research suggests that while TAF’ u u u d culture have been changing, as of May-September 2015, as the ranks decrease, there are some major trends influencing the professional culture of the officer corps, such as the increasing heterogenization and diversification of the attitudes and opinions of the officer corps and change from value-centric officership to focusing on financial goals and career opportunities. The findings of this research also falsify taken-for-granted assumptions in the literature conceptualizing the TAF is a rigid organization immune to change and a homogenous entity with a fixed institutional order.
Open Access
Paths are what actors make of them
(Routledge, 2009-04) Sarigil, Z.
Several institutionalist orientations such as historical institutionalism, especially its earlier versions, tend to treat institutional or policy change as a result of exogenous factors. Some others, on the other hand, emphasize endogenous sources of change. It has, however, already been shown theoretically and empirically that institutions may face both endogenous and/or exogenous triggers in their lifetime. This study suggests that we should get beyond this fruitless debate and focus on the more intriguing question of why some internal or external triggers create major changes while others do not. This study suggests that some external or internal developments are more likely to trigger change than others because they carry with them certain meanings or ideas for change entrepreneurs. This implies that paying more attention to agency would significantly improve the historical institutionalist account of institutional or policy change. These arguments are illustrated by an analysis of recent institutional changes in the area of cultural rights in Turkey, i.e. in the Kurdish issue.