Discursive Ambiguity, Professional Networks, and Peripheral Contexts: The Translation of Total Quality Management in Turkey, 1991-2002

Erçek, Mehmet; Say, Arzu Iseri

doi:10.2753/imo0020-8825380404

Cited by 11 publications

(15 citation statements)

References 33 publications

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“…However, several studies indicate that local translation regularly leads to the emergence of new versions and significant variation in structures, routines and practices. The examples provided herein are studies of translations of global ideas in various contexts, such as Total Quality Management (Erçek and Say ; Giroux and Taylor ; Özen and Berkman ), Balanced Scorecard (Ax and Bjørnenak ; Madsen ), diversity management (Boxenbaum ; Klarsfeld ), shareholder value (Meyer and Höllerer ), business process re‐engineering (Heusinkveld et al . ), reputation management (Wæraas and Sataøen ), lean (Andersen and Røvik ; Morris and Lancaster ) and international auditing standards (Mennicken ).…”

Section: The Translation Approach In Organization Theorymentioning

confidence: 99%

Knowledge Transfer as Translation: Review and Elements of an Instrumental Theory

Røvik

2016

Int J Management Reviews

168

199

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Based on a literature review, this paper investigates the potential of translation theory to energize the study of knowledge transfer between source and recipient organizational units. The central assumption is that translation theory is not only useful for analyzing knowledge-transfer processes, but also has the potential to guide deliberate interventions in such processes. Based on this premise, and drawing on insights from the neighboring academic discipline of translation studies, the author outlines the elements of an instrumental translation theory, with the aim of developing knowledge about how to conduct translations of practices and ideas to achieve various organizational ends in knowledge transfers. The instrumental theory is founded on two main arguments. The first is that knowledge transfers between organizations are rule-based translation processes. The second is that the way in which translators use various translation rules and perform translations may be decisive for outcomes of knowledge-transfer processes. This study develops a typology of three translation modes (the reproducing, the modifying and the radical mode) and four appurtenant translation rules (copying, addition, omission and alteration), and discusses which translation rules fit which conditions. The author identifies three critical conditional variables in knowledge transfers -the translatability of the source practice, the transformability of the transferred knowledge, and the similarity between source and recipient units -and discusses the appropriateness of each translation rule in relation to these variables.

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Section: The Translation Approach In Organization Theorymentioning

confidence: 99%

Knowledge Transfer as Translation: Review and Elements of an Instrumental Theory

Røvik

2016

Int J Management Reviews

168

199

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“…In accordance with this argument, recent studies explicitly have documented that Turkey had accepted ''active consumer'' role when it comes to Western practices and knowledge, especially in the field of business and management (Ü sdiken 1996). Although, there were some cases where significant transformation of the content of incoming practices and discourses observed (Erçek and _ Işeri Say 2008/9), most of the time there was a relatively fast, easy and replicative transfer of business and management practices in various Turkish organization fields (Erçek 2009). However, we argue that replicative logic, that is to say, cloning an innovative management technique or practice, which has been proven to be successful in a Western setting, does not automatically guarantee successful adoption and entrenchment of innovative business practices in Turkey.…”

Section: Introductionmentioning

confidence: 97%

Designing a Capability-Focused Strategic Management Model for a Turkish Public Hospital: Learning from Failure

Turkeli

Erçek

2009

Syst Pract Action Res

Self Cite

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This study aims to depict a failed strategic change initiative in a Turkish public hospital by means of an action research and it strives to explain critical factors underpinning the failure, thereby proposing how such factors should be tackled with for similar initiatives elsewhere. The study calls attention to the recent challenges ongoing in the environment of hospitals, which urge them to take on a more strategic focus. In this vein, we discredit accreditation based systems, which emphasize monitoring resources and propose a capability-focused strategic management model for hospitals. A hybrid action research protocol, which combines both traditional and participatory action research methodologies in its design, is employed to formulate and implement the model in a public hospital. The phases of the project and obstacles faced during these phases are discussed. The findings suggest that although the model offers significant potential for competitive success and better resource efficiency, path-dependent characteristics of the public sector governance in Turkey have impeded the adoption of the model in our case. Both macrosystemic characteristics related mainly to the Turkish national culture and management of public institutions and situation-specific characteristics, such as top management's decision making orientation, professional norms and patronage relationships have blocked the way for the aspired transformation despite positive attitudes of and support from higher order public authorities and internal professional groups.

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“…For example, both Pettigrew (1979) and Trice et al (1969) see organizational ideologies as providing rationalizations that mobilize and encourage managers to act, rather than as managerial tools as above. In another study, Erçek and Say (2008) studied total quality management as an ideology which was propagated through a normative strategy and contributed to legitimizing the actions and regulations of a professional quality association. In another study, Erçek and Say (2008) studied total quality management as an ideology which was propagated through a normative strategy and contributed to legitimizing the actions and regulations of a professional quality association.…”

Section: Ideology As a Normative Logicmentioning

confidence: 99%

“…Similarly, Kalev et al (2008) examined scientific management over a 20-year period, showing how state leaders relied on its normative function (see also Frenkel and Shenhav 2003). In another study, Erçek and Say (2008) studied total quality management as an ideology which was propagated through a normative strategy and contributed to legitimizing the actions and regulations of a professional quality association. Thus, in this instance at least, the normative view can include legitimation, but generally this is not the case.…”

Section: Ideology As a Normative Logicmentioning

confidence: 99%

Ideology in Management Studies

Seeck

Sturdy

Boncori

et al. 2019

Int J Management Reviews

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Ideology is a core and contested concept in the social sciences, but also long deployed in management research to highlight the political, embedded and/or obscuring nature of ideas. Indeed, many would argue that management itself is inherently ideological in legitimating or privileging managerial interests and concealing other groups and ways of organizing. In the first systematic review of how ideology has been conceptualized in management studies, this paper explores its diverse and changing meanings in order to develop and sustain the concept. It is based on a heuristic review of 175 articles and 41 books published between 1956 and 2018. Further developing categories used in the social sciences around its role, we found views of ideology as: (1) domination; (2) legitimation; (3) interpretation; (4) integration; and (5) normative logic. In addition, emerging perspectives were identified where ideology was (6) an object of critique or (7) fantasy structuring social reality. We describe, illustrate and evaluate these often internally diverse and interrelated perspectives, as well as comparing them with sometimes competing notions within the management field, such as discourse, culture and legitimation. We also bring together the different approaches and argue for a pluralist, but not infinitely flexible, approach to the concept. In doing so, we identify research agendas for ideology within management and organization studies.

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Discursive Ambiguity, Professional Networks, and Peripheral Contexts: The Translation of Total Quality Management in Turkey, 1991-2002

Cited by 11 publications

References 33 publications

Knowledge Transfer as Translation: Review and Elements of an Instrumental Theory

Knowledge Transfer as Translation: Review and Elements of an Instrumental Theory

Designing a Capability-Focused Strategic Management Model for a Turkish Public Hospital: Learning from Failure

Ideology in Management Studies

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