A RESEARCH ON FIRMS APPLYING PROACTIVE APPROACH

A RESEARCH ON FIRMS APPLYING PROACTIVE APPROACH
BASED ON VARIOUS VARIABLES
Assoc. Prof. Dr. IŞIL PEKDEMİR
Assoc. Prof. Dr. HURIYE ÇATALCA
R. Assist. C. CÜNEYT ARSLANTAŞ
R. Assist. AYKUT BERBER
İstanbul Üniversitesi İşletme Fakültesi
İşletme Yönetimi ve Organizasyon Anabilim Dalı
34850 Avcılar – İstanbul
Tel.: (212) 590 14 27-36
Fax: (212) 590 40 00
e-mail: [email protected]
Key Words:
Proactive approach, product development process, customer satisfaction, employee
satisfaction, costs, production.
ABSTRACT
Gathering the customer requirements and needs in the preliminary stages of the
product development process, the proactive approach enables the organizations with
advantages of cost and time, which are the two key factors of competitiveness in the global
market. Along with the proactive approach, it is obvious that customers and employees are
satisfied at the highest level, product development process becomes more rapid than before,
costs are reduced, and problems, which arise within the process before the production stage as
well as during the product development process, are eliminated.
In this study, the above mentioned facts are regarded as the variables that comprise the
organization’s proactive point of view. This study aims to determine whether the firms use the
proactive approach and the correlation among the variables. A survey was conducted to
product managers in the small and medium sized firms having more than 250 employees
listed by “Ekonomist (December 1998)”, a Turkish magazine of economy. Data received from
the survey are processed through the SPSS for MS Windows 8.0, and correlation and
regression analyses are conducted in order to verify the correlation among the variables prior
to definitive and explanatory statistical analysis.
1. CONDUCTING PRODUCT DEVELOPMENT THROUGH PROACTIVE
APPROACH
Working on quality improvement and preventing problems before the product is
developed and manufactured are two of the most vital functions in today’s organizations.
Therefore, eliminating the problems, regarding the identification of customer requirements
before the product development process initiates, can be referred to as a great advantage.
135
Globalization brings to today’s organizations the intention in order to develop new
products with frequent changes as they are expected to produce goods or services that reflect
the rapidly changing tastes of the customers. Proactive approach helps organizations identify
the customer requirements and needs as the initial step of the product development process.
The term can be thoroughly defined as, “to conduct the necessary adjustments and changes on
the product through the customer’s requirements and needs and therefore to take the
respective details into consideration at the very beginning of the process”1. This actually
refers to the penetration of the customer requirements and needs into the output of the process
(product) at the maximum level2. Furthermore, the consideration of the customer requirements
and needs as the initial input of the product development process provides the organization
with the advantage of reducing time and activities3.
The approbation of the proactive approach in the organizations faces with certain
advantages as; customer satisfaction at the maximum level, rapidly conducted product
development activities, growing level of employee satisfaction, cost reduction and fewer
problems before production and in the product development process4.
2. PURPOSE OF THE RESEARCH
This study is based on two major purposes. First, it aims to find out the average values
of certain variables; proactive approach approbation in the product development process,
customer satisfaction, existing/new product development process, employee satisfaction,
costs, problems arising before production, problems arising within the product development
process. Then, it is aimed to determine whether interactions exist among these variables and
to identify the directions and the strengths of these interactions. The study was conducted on
the manufacturing firms, which are categorized within the small, and medium sized firms
having more than 250 employees. Sub-purposes along with the above aims are to precise
whether there exists an interaction among the;
!
proactive approach approbation variable and customer satisfaction, existing/new product
development process, employee satisfaction, costs, problems arising before production,
problems arising within the product development process variables,
!
customer satisfaction variable and other variables respectively,
!
employee satisfaction variable and other variables respectively,
!
costs variable and other variables respectively,
!
problems arising before production variable and other variables respectively,
!
problems arising within the product development process variable and other variables
respectively,
and to identify their directions and strengths.
1
Developed from: Ronald G. Day, Kalite Fonksiyon Yayılımı, çev.:Enternasyonel Tercüme Hizmetleri Ltd. Şti.,
Istanbul: Marshall A.Ş., 1998, p. 6-9
2
“Quality Function Deployment”, http:/www.qualityi2.com/qi2_qfd.htm., November 1998.
3
Aykut Berber, “Quality Function Deployment and Impacts of the Organizational Issues on Basic Prerequisites
for Its Implementation”, İ. Ü. İşletme Fak. İşletme İkt. Enstitüsü: Yönetim Dergisi, Yıl: 10, Sayı: 34, 1999,
p. 41-44.
4
Developed from: Aykut Berber, “İş Süreçlerinin Proaktif Yaklaşımla Yeniden Tasarlanması ve
Yapılandırılmasına İlişkin Bir Model Çalışması ve Analizi”, İ. Ü. İşletme Fakültesi Y. L. Tezi, (MS) 1998,
p. 131-133
136
The second purpose is to find out how customer satisfaction, existing/new product
development process, employee satisfaction, costs, problems arising before production,
problems arising within the product development process variables affect the proactive
approach approbation variable in the above defined manufacturing firms.
3. HYPOTHESES
1. H1: The approbation for the proactive approach in the product development process
increases customer satisfaction.
2. H1: The approbation for the proactive approach in the product development process
improves existing/new product development processes.
3. H1: The approbation for the proactive approach in the product development process
increases employee satisfaction.
4. H1: There is a relationship among proactive approach approbation and costs in the product
development process.
5. H1: The approbation for the proactive approach in the product development process
decreases problems arising before production.
6. H1: There is a relationship between proactive approach approbation and the problems that
arise within the product development process
7. H1: Once the existing/new product development process is improved, the customer
satisfaction increases.
8. H1: Once the employee satisfaction increased, the customer satisfaction also increases.
9. H1: Once the existing/new product development process is improved, the employee
satisfaction increases.
10. H1: The employee satisfaction increases whereas the problems arising before production
decrease.
11. H1: The employee satisfaction increases whereas the problems arising within the product
development process decrease.
12. H1: Once the problems arising within the product development process decreased,
problems arising before production also decrease.
4. VARIABLES, DIMENSIONS AND THE SCALE USED
In our research, data are gathered through 7 variables, which consist of various
dimensions. Based on Likert-type of scale of 1 through 5, expressions regarding each variable
are determined as “strongly agree”, “agree”, “uncertain”, “disagree”, and “strongly disagree”.
137
Variables and their respective dimensions are as follows1:
!
Proactive approach: Product design and development process, reflecting the voice of the
customer, existing products, possible competitive products, and interdepartmental
collaboration.
!
Customer satisfaction: Sufficiency of capacity, communication between the employees
and the customers, the technical applicability of customer expectations, determining the
customer requirements and expectations, transformation of expectations into design,
evaluation of customer complaints, after-sale services, product quality.
!
Existing and new product development process: Product development activities, factors
of the product development process, product development / new product design,
permanent communication with customers, permanent demand analysis.
!
Employee satisfaction: Motivation, participation, training activities, information supply,
absenteeism, and turnover.
!
Costs: Costs covering the workforce, raw material, design, marketing, energy, service,
unsold products.
!
Problems arising before production: Incorrect data, raw material problems, product
design problems, insufficient estimation of customer expectations, inefficient use of
modern management tools and techniques.
!
Problems arising within the product development process: Personnel requirement
more than expected, problems related to design activities, insufficient reflection of
customer expectations on the product.
5. EXTENT, LIMITATIONS AND METHODOLOGY OF THE RESEARCH
The study was conducted by a survey instrument on manufacturing firms with a total
employees number more than 250, and the names of the respondent firms were supplied from
a booklet called “7000 Small and Medium Sized Firms of Turkey” published by the Turkish
periodical issue of economy; Ekonomist on December 20, 1998.
The survey was mailed to 463 firms throughout Turkey in a single mailing. A total of
95 responses were returned and 34 copies were returned due to address changes. Yielding a
response rate of 21%, 90 of 95 responses were considered to be valid and 5 responses were
left out of evaluation for various reasons.
6. STATISTICAL TECHNIQUES USED IN THE RESEARCH
To insure the reliability of the survey instrument, the most popular reliability analysis;
Alpha Model2 was conducted and the alpha values that are the reliability coefficient were
calculated. The overall reliability of the survey measured as Cronbach’s alpha is .9514 and the
standardized Cronbach’s alpha is .9602. As the alpha values that demonstrate the reliability
coefficient are quite close to 1, the survey instrument is considered to be a reliable one.
1
Berber, “Quality Function Deployment and Impacts of the Organizational Issues on Basic Prerequisites for Its
Implementation”, p: 41-44; Berber, “İş Süreçlerinin Proaktif Yaklaşımla Yeniden Tasarlanması ve
Yapılandırılmasına İlişkin Bir Model Çalışması ve Analizi” p: 131-133 and Ronald G. Day, Kalite Fonksiyon
Yayılımı, çev.:Enternasyonel Tercüme Hizmetleri Ltd. Şti., Istanbul: Marshall A. Ş., 1998, p. 6-9.
2
Ümit Fırat, Marmara Üniversitesi Sosyal Bilim Öğrencilerinin Fakülte ve Bölümler Bazında Farklılıklarının
Çok Değişkenli İstatistik Teknikler İle Analizi, İstanbul: Marmara Üniversitesi Yayını, 1996, p: 33
138
The data gathered by the research were processed through “SPSS for MS Windows
8.0”. At the first stage the descriptive measures of the central tendency and variability were
calculated. “Correlation analysis technique” was used to analyze the relations among
variables of the research1. As n>30, “z-test” was applied to determine the level of significance
of the relations expressed by the calculated correlation coefficients2.
“Regression analysis” was conducted to measure the effect of the independent
variables on the dependent variable3. To insure the significance of the calculated regression
coefficients, F-tests conducted with Anova tables were used4. The value of p was referred to
as 5%.
7. AVERAGE VALUES FOR THE VARIABLES
Exhibit-1. Descriptive Measures for the Variables
Proactive Approach
Customer Satisfaction
Existing/New Product Development
Process
Employee Satisfaction
Costs
Problems Arising Before Production
Problems Arising within the Product
Development Process
Valid N (listwise)
N Minimum Maximum Mean Std. Deviation
90
2.00
5.00
4.3111
.6811
90
2.00
5.00
4.3222
.6675
90
2.00
5.00
4.3778
.7581
90
90
90
90
2.00
2.00
2.00
1.00
5.00
5.00
5.00
5.00
4.2333
3.5222
3.3222
3.9222
.7503
.6742
.9460
.8510
90
7.1 PROACTIVE APPROACH APPROBATION
Within our search, it is accepted that the manufacturing firms with values of 4 or more
according to Likert scale demonstrate an approbation of the proactive approach in their
product development processes5. As seen in Exhibit 1, the average value for the proactive
approach variable is 4.3. This figure is just over the limit value for the approbation of the
proactive approach that we have already accepted. Therefore, this outcome figures out that the
manufacturing firms incorporated our research demonstrate the proactive approach in the
improvement of the product design and development process, customer orientation,
interdepartmental collaboration in product developing and other similar activities at a specific
level.
1
Richard I. Levin and David S. Rubin, Statistics for Management, New Jersey: Prentice Hall, Seventh Edition,
1998, p: 677.
2
Neyran Orhunbilge, Uygulamalı Regresyon ve Korelasyon Analizi, İstanbul: Avcıol Basım Yayın, 1996, p:29
3
Nicholas R. Farnum and LaVerne W. Stanton, Quantitative Forecasting Methods, Boston: PWS-Kent
Publishing Company, 1989, p: 249.
4
John Neter, William Wasserman and Michael H. Kunter, Applied Linear Statistical Models, Irwin Inc., 1990, p:
271-287.
5
In our study, it is accepted that the firms that have scored 4 or more according to the Likert-type of scale of 1
through 5 have an approbation of the proactive approach. This is due to our expectation that the respondents
score the expressions in the survey through 5 in order to be accepted as proactive approach users.
139
7.2 CUSTOMER SATISFACTION
The average value for the above mentioned firms is 4.3 (Exhibit 1). This figure is quite
over 3, which is the median value of the Likert-type of scale of 1 through 5. Therefore, this
implies that the firms satisfy their customers at a very high level for the sufficiency of their
capacities, their customer-employee communications, the appropriate evaluation of their
customer’s expectations, the product quality, and the after-sale services they offer.
7.3 EXISTING/NEW PRODUCT DEVELOPMENT PROCESS
As seen in Exhibit 3, the average value regarding this variable is 4.4. This figure is
quite over the median value which is 3. This allows us refer to the firms incorporated our
research as the ones that take their product development activities and the factors of the
product development process into strict consideration, develop products/design new products,
and keep in contact continuously with their customers and the employees.
7.4 EMPLOYEE SATISFACTION
The average value for this variable is 4.2 (Exhibit 1). This figure is quite over 3, the
median value of the scale of 1 through 5. Therefore, the employees of the firms can get the
benefits of well training, are motivated, can participate in decision making processes, are
well-informed, and the employee absenteeism and turnover levels are low.
7.5 COSTS
Exhibit 1 shows that the average value for the costs variable is 3.5 which remains just
over the median value of 3. This figures out that the level of the costs for the workforce, raw
material, design, marketing, energy, service and unsold products is moderate.
7.6 PROBLEMS ARISING BEFORE PRODUCTION
The calculated average value for this variable is 3.5 as seen in Exhibit 1. This figure,
which remains close to the median value of 3, implies that the incorporated firms are subject
to problems in getting the appropriate data, in predicting the customer expectations
sufficiently and appropriately, in getting benefits of modern management tools and
techniques, for raw materials and product design at a moderate level.
7.7 PROBLEMS ARISING WITHIN THE PRODUCT DEVELOPMENT
PROCESS
The average value for this variable is calculated 3.9 (Exhibit 1). This value is over the
median value of 3. Therefore, firms that are included in the research require personnel more
than expected, face some problems concerning design activities, and have certain problems in
reflecting customer expectations on the product sufficiently.
140
Exhibit-2. Correlation Analysis Among Variables (n=90)
Proactive
Approach
Customer Satisfaction
Existing/New Product
Development Process
Employee Satisfaction
Costs
Problems Arising Before
Production
Problems Arising within the
Product Development Process
.6672
p=.000
.6842
p=.000
.5822
p=.000
.4253
p=.000
.000
p=.499
.1784
p=.047
Customer Existing/New Employee
Satisfaction
Satisfaction
Product
Development
Process
.5782
p=.000
.4542
p=.000
.4962
p=.000
-.042
p=.348
.064
p=.273
.5742
p=.000
.4012
p=.000
-.078
p=.234
.098
p=.178
.4892
p=.000
.035
p=.370
.117
p=.137
Costs
-.161
p=.065
.130
p=.110
Problems
Arising
Before
Production
.1991
p=.030
1
Correlation is significant at the 5% level (1-tailed)
Correlation is significant at the 1% level (1-tailed)
3
Correlation is significant at the 1% level (2-tailed)
4
Correlation is significant at the 5% level (2-tailed)
2
8. RELATIONSHIP BETWEEN VARIABLES
Following our correlation analysis in order to examine the relationships among
applying proactive approach in the product development process, customer satisfaction,
existing/new product development process, employee satisfaction, costs, problems arising
before production, problems arising within the product development process variables, below
findings were supplied:
!
Positive and significant relationship between applying proactive approach and customer
satisfaction was found at a moderate level (r=.68, p=.00, at the .01 level). Thus, the first
hypothesis was accepted. Manufacturing firms comprised within our research that applied
proactive approach in the product development process increased their customer
satisfaction moderately.
!
Positive and significant relationship between applying proactive approach and
existing/new product development process was found at a moderate level (r=.68, p=.00, at
the .01 level). Thus, the second hypothesis was accepted so we can say that manufacturing
firms that applied proactive approach in the product development process improved their
existing/new product development process moderately.
!
Positive and significant relationship between applying proactive approach and employee
satisfaction was found at a moderate level (r=.58, p=.00, at the .01 level). According to
this, the third hypothesis was also accepted. This refers to the fact that the firms that
applied proactive approach in the product development process increased employee
satisfaction moderately.
!
A significant relationship between applying proactive approach and cost was found
(r=.43, p=.00, at the .01 level). Thus, the fourth hypothesis was accepted. This relationship
is weak, but positive.
!
No relationship between applying proactive approach and problems arising before the
production was found (r=.00, p=.50). Therefore, the fifth hypothesis was rejected.
141
!
Significant relationship between applying proactive approach and problems arising within
the product development was found (r=.18, p=.047, at the .05 level). Therefore, the sixth
hypothesis was accepted. This relationship is weak, but positive.
!
Positive and significant relationship between existing/new product development and
customer satisfaction was found at a moderate level (r=.58, p=.00, at the .01 level). Thus,
the seventh hypothesis was accepted. Once the existing/new product development is
improved, the customer satisfaction increases moderately.
!
Positive and significant relationship between employee satisfaction and customer
satisfaction was found at a moderate level (r=.45, p=.00, at the .01 level). Thus, the eighth
hypothesis was accepted. Once the employees are satisfied, the customer satisfaction
increases moderately.
!
Positive, significant relationship between existing/new product development process and
employee satisfaction was found at a moderate level (r=.57, p=.00, at the .01 level). Thus,
the ninth hypothesis was accepted. Once the existing/new product development process is
improved, the employee satisfaction increases moderately.
!
No significant relationship between problems arising before production and employee
satisfaction was found (r=.04, p=.37, at the .05 level). The tenth hypothesis was rejected.
!
No significant relationship among problems arising within the product development
process and employee satisfaction was found (r=.12, p=.14). The eleventh hypothesis was
also rejected.
!
Positive and significant relationship between problems arising within the product
development process and problems arising before production was found at a low level
(r=.20, p=.03, at the .01 level). The twelfth hypothesis was, therefore, accepted. This
refers to a slight decrease in the fact of problems that arise before production while the
arise in problems in the product development process decrease.
!
Positive and significant relationship between the costs and customer satisfaction was
found at a moderate level (r=.50, p=.00, at the .01 level).
!
Positive and significant relationship between the existing/new product development
process and costs was found at a moderate level (r=.40, p=.00, at the .01 level)
!
There has been found a positive and significant relationship among costs and employee
satisfaction at a moderate level (r=.49, p=.00, at the .01 level).
Exhibit-3. Regression Analysis (n=90, p=.05)
Model
R
R Square
1
2
3
4
.786a
.786b
.786c
.780d
.618
.618
.617
.608
a) Predictors: (Constant), D7, D2, D6, D4, D5, D3
b) Predictors: (Constant), D7, D2, D6, D4, D3
c) Predictors: (Constant), D7, D2, D4, D3
d) Predictors: (Constant), D2, D4, D3
e) Dependent Variable: D1
142
Adjusted R
Square
.590
.595
.599
.595
Std. Error of
the Estimate
.4361
.4336
.4311
.4337
Exhibit-4. ANOVA: Variance Analysis and F-tests
Model
1
2
3
4
Regression
Residual
Total
Regression
Residual
Total
Regression
Residual
Total
Regression
Residual
Total
Sum of
Square
25.501
15.788
41.289
25.499
15.790
41.289
25.489
15.800
41.289
25.111
16.178
41.289
Df
6
83
89
5
84
89
4
85
89
3
86
89
Mean
Square
4.250
0.190
F
Sig.
22.344
.000a
5.100
0.188
27.130
.000b
6.372
0.186
34.281
.000c
8.370
0.188
44.497
.000d
9. EFFECT OF INDEPENDENT VARIABLES ON THE DEPENDENT
VARIABLE: STEPWISE REGRESSION ANALYSIS RESULTS
As seen in Exhibit 3, once the proactive approach is referred to as the dependent
variable while others (proactive approach approbation, customer satisfaction, existing/new
product development process, employee satisfaction, costs, problems arising before
production, and problems arising within the product development process) are considered to
be independent, there exists a great effect of independent variables on the dependent variable
(r21.234567=.79). In order to insure that this relation is significant, F-tests were applied by using
the Anova table seen in Exhibit 4 and the result appeared to be significant at the 5% level.
Once the approbation of proactive approach variable was taken as dependent whereas
others with the exception of costs variable are referred to as independent; it was found that the
variables of customer satisfaction, existing/new product development process, employee
satisfaction, problems arising before production, and problems arising within the product
development process have great effect on the variable of proactive approach approbation
(r21.23467=.79). The Anova table in Exhibit 4 insures that this result is significant at the 5%
level (p=.00). This monitors that the costs have no effect on the dependent variable.
Once the approbation of proactive approach variable was taken as dependent whereas
others excluding; costs and problems arising before production variables, are referred to as
independent; it was found that the variables of customer satisfaction, existing/new product
development process, employee satisfaction, and problems arising within the product
development process have great effect on the variable of proactive approach approbation
(r21.2347=.79). The significance of this result at 5% level is also insured by the Anova table in
Exhibit 4 (p=.00). Therefore, it is obvious that there exists no effect of costs and problems
arising before production variables on the dependent variable.
Once the approbation of proactive approach variable was taken as dependent whereas
others excluding; costs, problems arising before production variables, and problems arising
within the product development process, were regarded as independent; great effect of the
variables of customer satisfaction, existing/new product development process, and employee
satisfaction on the variable of proactive approach approbation was found (r21.234=.78). In order
to confirm that this effect is significant at the 5% level, we can refer to the Anova table in
143
Exhibit 4 and insure that it really is (p=.00). In this case, the variable of problems arising
within the product development process have some effect on the dependent variable at a very
slight level (1%).
Briefly, based on the multi-regression analysis, it was obviously found that the
independent variables of costs and problems arising before production have no effect while
there appeared an indication of a weak effect of the independent variable of problems arising
within the product development process on the dependent variable of proactive approach
approbation. Furthermore, great effect (79%) of the independent variables of customer
satisfaction, existing/new product development process, and employee satisfaction on the
dependent variable of proactive approach approbation was found.
10. CONCLUSION
Results that are found through this study are as follows:
Depending on the results of the correlation analysis, in which the bivariate
relationships between the variables are measured, no significant relation between the
variable of proactive approach approbation and the variable of problems arising before
production was found, while there appeared to be a significant but weak relation between the
variable of proactive approach approbation and the variable of costs as well as the variable
of problems arising within the product development process. Therefore, the results
supplied by the regression analysis is strongly supported.
The results supplied by the correlation analysis and regression analysis in our
study are strongly supported by the discriminant analysis results of our former study;
“Ürün Geliştirme Sürecinde Proaktif Yaklaşımı Benimseyen İşletmeler ile Reaktif Yaklaşımı
Benimseyen İşletmelerin Çeşitli Değişkenler Açısından İncelenmesi” (studied with the same
data)1, presented at the 8th Management Congress.
Taking the correlation analysis results into consideration; moderate and significant
relations were found among the variable of proactive approach approbation in the product
development process and the variables of customer satisfaction, existing/new product
development process, and employee satisfaction respectively. No significant relation was
found among the variable of proactive approach approbation and the variable of problems
arising before production while a weak relation was determined among the variable
proactive approach approbation and the variable of costs as well as the variable of problems
arising within the product development process.
When the regression analysis results were taken into consideration; it was found that
the independent variables of customer satisfaction, existing/new product development
process, and employee satisfaction have respectively great effect on the dependent variable
of proactive approach approbation. It was also found that the independent variable of
problems arising within the product development process had a very little effect, while the
rest of the independent variables; costs and problems arising before production had
surprisingly no effect on the dependent variable of proactive approach approbation.
As seen in brief summary of the findings above, there exists a supportive interrelation
among the correlation and regression analysis results and discriminative analysis results.
1
Işıl Pekdemir, Huriye Çatalca, Cüneyt Arslantaş, Aykut Berber, “Ürün Geliştirme Sürecinde Proaktif
Yaklaşımı Benimseyen İşletmeler ile Reaktif Yaklaşımı Benimseyen İşletmelerin Çeşitli Değişkenler Açısından
İncelenmesi”, 8th Management Congress, Nevşehir, May 2000.
144
REFERENCES
[1] Berber, Aykut, “İş Süreçlerinin Proaktif Yaklaşımla Yeniden Tasarlanması ve
Yapılandırılmasına İlişkin Bir Model Çalışması ve Analizi”, İ. Ü. İşletme Fakültesi
Y. L. Tezi, (MS) 1998.
[2] Berber, Aykut, “Quality Function Deployment and Impacts of the Organizational Issues
on Basic Prerequisites for Its Implementation”, İ. Ü. İşletme Fak. İşletme İkt. Enstitüsü:
Yönetim Dergisi, Yıl: 10, Sayı: 34, 1999.
[3] Day, Ronald G., Kalite Fonksiyon Yayılımı, çev.:Enternasyonel Tercüme Hizmetleri
Ltd. Şti., Istanbul: Marshall A. Ş., 1998.
[4] Farnum, Nicholas R. and LaVerne W. Stanton, Quantitative Forecasting Methods,
Boston: PWS-Kent Publishing Company, 1989.
[5] Fırat, Ümit, Marmara Üniversitesi Sosyal Bilim Öğrencilerinin Fakülte ve Bölümler
Bazında Farklılıklarının Çok Değişkenli İstatistik Teknikler İle Analizi, İstanbul:
Marmara Üniversitesi Yayını, 1996.
[6] Levin, Richard I. and David S. Rubin, Statistics for Management, New Jersey: Prentice
Hall, Seventh Edition, 1998.
[7] Neter, John, William Wasserman and Michael H. Kunter, Applied Linear Statistical
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[8] Orhunbilge, Neyran, Uygulamalı Regresyon ve Korelasyon Analizi, İstanbul: Avcıol
Basım Yayın, 1996.
[9] Pekdemir, Işıl, Huriye Çatalca, Cüneyt Arslantaş, and Aykut Berber, “Ürün Geliştirme
Sürecinde Proaktif Yaklaşımı Benimseyen İşletmeler ile Reaktif Yaklaşımı Benimseyen
İşletmelerin Çeşitli Değişkenler Açısından İncelenmesi”, 8th Management Congress,
Nevşehir, May 2000.
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1998.
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