STRATEGIC COHERENCE AND THE ANALYSIS OF HUMAN RESOURCE STRATEGY ARCHITECT A CASE STUDY OF TURKEY
Halil SAYLI

Abstract
There is a significant relationship among firms- growth, firms build-up their strategic reasoning and their strategic acting. In addition, the firms depend on strategic reasoning and strategic acting so that they can acquire the competitive power and sustain this power accordingly. MacMillan (19839 uses the term strategic initiative for this competitive power and emphasizes on the fact that the firms needs to operate in the markets basing on this very initiative. He also points out the fact that firms primarily need to maintain the internal strategic coherence and integrity so that they can control the current strategic behaviors. Moreover, he asserts that the firms should be proactive rather than reactive and only in this way can they be competitive assuming the strategic initiative. Human Resources strategies have been the main element of the basic strategies and correspondingly have been regarded as an essential part of the coherence. In this sense, establishment of the relationship between human resources practices and other strategies shall play a highly influential role in achieving that competitive advantage and sustaining this advantage for the future. This study examines the data of the 1000 firms in Turkey from the perspective of coherence with the main references, Organizational Strategies by Miles and Snow (1984), Competition Strategy Typology and Human Resources Policies and Strategies by Porter (1980) have been dealt with within the scope of the “coherence” analysis. As can be seen in the literature of Strategy and Human Resources, this research also reveals the fact that the strategic coherence is of topmost importance for the success of the firms.

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