THE ROLE OF STRATEGIC MANAGEMENT PRACTICES IN SHAPING THE INTRA-ORGANIZATIONAL POWER PATTERN: A MULTIPLE CASE STUDY ON PUBLIC INSTITUTIONS

The plans and practices for the policies within the framework of the "new public management approach" that started in England and in the United States in the 1980s, has been emulated by many countries due to its successful results in these countries and has also attracted considerable attention in Turkey, have begun to be put into practice with different coercive mechanisms, especially with legal regulations. One of the most important of these practices is “strategic management studies” in the scope of this new public management approach. In this context, as a result of the "Public Finance and Control Law" no. 5018 adopted in 2003, public institutions have become obliged to make strategic planning. In fact, this obligation is a natural consequence of the pressure on public institutions to get a competitive position in accordance with the requirements of the new economic approach. These policies and practices for public institutions have also gained recognition in the academic literature over time. In the public administration and management-organization literature in which the strategic management activities in public institutions are involved, the number of studies on the abovementioned "new management policies and practices of public institutions" continues to increase day by day. When the relevant literature was reviewed critically, it was seen that the strategic management studies in public institutions generally had a tendency regarding how strategic management studies are perceived in terms of public employees (Aktuna, 2010; Gül, 2017), to what extent the strategic management studies and practices are adopted in public institutions (Kad？o？lu, 2009; Girgin, 2015; Ba？aran, 2016), the applicability of strategic management (Sobac？, 2008; Aytepe, 2008; Yal？？nkaya, 2010; Güng？r, 2010, ？eker, 2012; Eryi？it, 2012; 2013; Turp？u, 2017) and its consequences (U？ar, 2010; ？ahin, 2014; Cengiz, 2016). In the above-mentioned evaluation made for the current literature, it is seen that the strategic management practices in public institutions in accordance with the new regulation are a "milestone" for an institution/organization has been ignored. In other words, it has been seen that the studies in the literature have overlooked the importance of the fact that institutions/organizations get a new position within the framework of the new public management approach legitimized by law no.5018, and that this transformation has initiated a process of change that is no longer possible to return to the past for the institution/organization. Therefore, the fact that the