A study on the investigation of the relationship between growth strategies and organizations in family enterprises

The aim of the thesis is to investigate the diversity of basic organizational structures in family businesses and to reveal the relations between the said structures and growth strategies. The scope of the research includes the lower, middle and upper level managers working in businesses operating in the business sectors such as apparel, knitting and weaving, which are the side branches of textile and textile. A questionnaire study was carried out with reference to the textile sector on the measurement of organization structures and growth strategies in family businesses. A group of samples was created easily. The questionnaire consists of two measures; the scale of growth strategies and the scale of organizational structure. Questionnaires were generated on the basis of literature review and transmitted to the target group that was created by reference. Questionnaire participants are asked to complete the questionnaire within 2 days; 87 operations, 217 managers were reached. Number, percentage, mean, standard deviation were used as descriptive statistical methods in the evaluation of the data. The data obtained in the study were analyzed using SPSS (Statistical Package for Social Sciences) for Windows 22.0 program. The one-way ANOVA test was used to compare quantitative continuous data between two independent groups and to compare quantitative continuous data among more than two independent groups. The Scheffe test was used as a complementary post-hoc analysis to determine the differences after the Anova test. Pearson correlation and regression analysis were applied among the continuous variables of the study. According to the survey results, the average of the two scales differ. Growth Strategies Overall level is very high; The overall level of organizational structure is high. There is a weak relationship between general growth strategies and organizational structure, and there is a significant positive relationship. The level of planning work by the managers on the production marketing and innovation strategies in the market is increasing and the level of managerial influence is increasing the level of strategies for production marketing and innovation. The reasons why managers do not plan for enterprises are reducing the level of strategy for production marketing and innovation at level. Managers' level of strategic planning for new and large markets is increasing the level of strategies for new and large markets. The level of reasons why managers do not plan is reducing the level of strategies for new and large markets. There is a significant influence among the growth strategies of the organizations of the enterprises.