The relationship between organizational culture and strategic management schools in the context of Cameron and Quin's competitive values model

Organizations need to know their own abilities and skills in order to be able to carry out their activities and to benefit from these activities. It is believed that there is a strong organizational culture on the basis of these common abilities and skills. Organizational culture is a system used to differentiate values, norms, beliefs and organization from other organizations shaped by the common history of employees. In today's conditions where it is difficult to compete in changing and developing conditions and to become profitable, organizations are developing various strategies to achieve sustainable competitive advantage. In this study, we will consider the development and implementation of strategies within the framework of strategic management schools. While developing and implementing strategies, it is aimed to reveal how companies with different organizational culture perceive strategy, determination and implementation processes. In this study, the section on organizational culture is analyzed based on the competitive values model of Cameron and Quinn, and the section on strategic management is based on Mintzberg's strategic management schools. Data were collected by interview technique based on content analysis, one of the qualitative analysis methods. Interviews were held with senior executives of 9 different companies from the automotive, R&D, textile, food, clothing, tourism, oil refinery, logistics and banking sectors, and at least twice were interviewed. The reason for this is to discuss two different subjects separately and at the same time to make more observations about the organizational culture. As a result of these interviews, different strategy definitions emerged. It was observed that managers from different sectors determined the concepts of strategy, strategy determination and strategy implementation according to their own areas of expertise. In addition, it was observed that organizations with a similar organizational culture profile also made close definition of strategies.