Master'sOpen Access

The mimetic isomorphisim in the nomadic organization

2007
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Advisor: Doç.dr. Şükrü Özen

Abstract (EN)

The markets, in which the activities are conducted, give the firms, which are in rivalpositions, an opportunity to do business as a member of organizational population.Some times these opportunities can be perceived by particular entrepreneurs fasterthan others, providing those particular entrepreneurs advantages. However, theseopportunities used by those particular entrepreneurs in todays advance technologyenvironment are percieved as they are being consumed by their first users and can beadapted to their own structure by the other remaining entrepreneurs. This adaptationcan be in the form of using a strategy, marketing a new product or conducting abusiness in a new business field. This movement can be defined by the terms of?Mimetic Isomorphism,? which is a new strategic alternative activity inorganizational field, and of ?Nomadic Organizations,? which transfer itself to otherfields as a ?flock of fish.? This study is a defining research. After literature reviewon the subject, a field research was conducted by using a qualitative approach to agroup of entrepreneurs within the sectors of furniture, procurement of constructionequipment and private education in Ankara. According to the results of our research,we concluded that the mimetic isomorphism movement is being used mostfrequently. On the other hand, although we couldn?t find any evidence supporting theexistence of nomadic organization transfer movement, we determined that thepotential for nomadic organization transfer differs depending on the sector in whichthe organization under review operates.ANAHTAR KELİMELERGirişimci/Göçebe Örgütler, Kurumsal Kuram, Alışma, Nesnelleşme, Çökelme,Eşbiçimlilik, Normatif Eşbiçimlilik, Düzenleyici Eşbiçimlilik, ÖykünmeciEşbiçimlilik, Yenilik, Değişim, Strateji.

Author

Burak Kırca

How to Cite

Burak Kırca (Master Thesis). The mimetic isomorphisim in the nomadic organization, 2007, Başkent University.

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