{"id":85,"date":"2023-10-21T19:30:01","date_gmt":"2023-10-21T19:30:01","guid":{"rendered":"https:\/\/mertmehmetsener.com\/?p=85"},"modified":"2023-10-21T19:30:02","modified_gmt":"2023-10-21T19:30:02","slug":"kaynaklar-ve-rekabet-uzerine-teorik-yaklasimlar","status":"publish","type":"post","link":"https:\/\/mertmehmetsener.com\/index.php\/2023\/10\/21\/kaynaklar-ve-rekabet-uzerine-teorik-yaklasimlar\/","title":{"rendered":"Kaynaklar ve Rekabet \u00dczerine Teorik Yakla\u015f\u0131mlar"},"content":{"rendered":"

\u00c7evresel fakt\u00f6rlerin ciddi y\u0131k\u0131c\u0131 etkilerini g\u00f6rd\u00fc\u011f\u00fcm\u00fcz \u015fu g\u00fcnlerde y\u00f6netim ve strateji literat\u00fcr\u00fcnde \u00f6nemli teori ve tart\u0131\u015fmalara imza atm\u0131\u015f y\u00f6netim d\u00fc\u015f\u00fcn\u00fcrlerinin, firma \u00f6zelindeki kaynaklar\u0131n m\u0131 \u00f6nemli oldu\u011fu yoksa firma d\u0131\u015f\u0131 etkilerin mi \u00f6nemli oldu\u011fu konusunda ortaya koydu\u011fu g\u00f6r\u00fc\u015fleri ifade etmeye \u00e7al\u0131\u015faca\u011f\u0131m. Hem \u201cD\u0131\u015f \u00e7evre i\u015fletmenin performans\u0131n\u0131 birinci dereceden etkiler\u201d d\u00fc\u015f\u00fcncesi ile \u201ci\u015fletmenin kendi i\u00e7inde bir hareket alan\u0131 vard\u0131r ve i\u00e7 dinamikler \u00f6nemlidir\u201d yakla\u015f\u0131mlar\u0131n\u0131 inceleyece\u011fiz hem de bu alandaki \u00f6nemli akademisyenleri biraz tan\u0131m\u0131\u015f olaca\u011f\u0131z.<\/p>

<\/p>

\"No<\/figure><\/div>

\u00a0Jay Barney<\/strong>, 1954 California do\u011fumlu, stratejik y\u00f6netim alan\u0131nda \u00e7al\u0131\u015fan Amerikal\u0131 bir profes\u00f6r. 2010 Y\u00f6netim Akademisi Akademik Katk\u0131 \u00d6d\u00fcl\u00fc, 2005 Y\u00f6netim Akademisi \u00dcst\u00fcn E\u011fitimci \u00d6d\u00fcl\u00fc, 1997, 2008, 2011 farkl\u0131 \u00fcniversitelerde fahri doktora \u00fcnvanlar\u0131 alm\u0131\u015ft\u0131r. Stratejik y\u00f6netim alan\u0131na en b\u00fcy\u00fck katk\u0131y\u0131, kaynak tabanl\u0131 rekabet avantaj\u0131 teorisi ile ilgili \u00e7al\u0131\u015fmalar\u0131yla vermi\u015ftir.<\/p>

Stratejik y\u00f6netim alan\u0131, neden baz\u0131 firmalar di\u011ferlerinden daha iyi performans g\u00f6sterir ya da neden baz\u0131 firmalar daha \u00e7ok k\u00e2r elde eder sorular\u0131n\u0131 cevaplamaya \u00e7al\u0131\u015f\u0131r.<\/p>

Barney 1991 y\u0131l\u0131ndaki \u00e7al\u0131\u015fmas\u0131nda kaynak temelli model ile rekabet avantaj\u0131n\u0131n \u00e7evresel modelleri aras\u0131ndaki ili\u015fki a\u015fa\u011f\u0131daki \u015fekille izah etmi\u015ftir.<\/p>

\"No<\/figure><\/div>

(Barney, 1991: 100)<\/p>

Kaynak temelli yakla\u015f\u0131m<\/strong>, \u015firketlerin farkl\u0131 (heterojen) kaynaklara sahip oldu\u011funu ve bu sebeple farkl\u0131 stratejilere sahip olaca\u011f\u0131n\u0131 \u00f6ne s\u00fcrer. Bu bak\u0131\u015f a\u00e7\u0131s\u0131yla, bu kaynaklar \u00fcst\u00fcn rekabet avantaj\u0131 sa\u011flama potansiyeline sahiptirler ve y\u00f6netimin oda\u011f\u0131n\u0131, yetenek ve yetkinlikleri belirlemek \u00fczere buraya odaklamay\u0131 arzu eder. Bu yakla\u015f\u0131m ekonomi, hukuk, etik, pazarlama, y\u00f6netim, tedarik zinciri gibi farkl\u0131 disiplinler i\u00e7inde geli\u015ftirildi\u011finden \u00f6nemli bir de\u011fi\u015fimi temsil eden disiplinler aras\u0131 bir yakla\u015f\u0131m olarak de\u011ferlendirilmektedir.<\/p>

Barney, kaynaklar\u0131n s\u00fcrd\u00fcr\u00fclebilir rekabet avantaj\u0131 olarak de\u011ferlendirilebilmesi i\u00e7in de\u011ferli, nadir, taklit edilemez ve de\u011fi\u015ftirilemez olmalar\u0131 gerekti\u011fini savunmaktad\u0131r ve y\u00f6netimin g\u00f6revinin bu avantaj\u0131 elde etmek ad\u0131na kaynaklar\u0131 anlamak ve organize etmek oldu\u011funu belirtir.<\/p>

Bu kaynaklar\u0131 belirlemek i\u00e7in d\u00f6rt \u00f6nemli kriter;<\/p>

–         De\u011ferli<\/strong> (bir firman\u0131n etkinli\u011fini ve verimlili\u011fini art\u0131ran \u2013 stratejik)<\/p>

–         Nadir<\/strong> (rakiplere \u00e7ok uygun olmayan)<\/p>

–         Taklit edilmesi pahal\u0131<\/strong> – Rakipler ya da di\u011fer firmalar taraf\u0131ndan kolayca uygulanamaz<\/p>

–         \u0130kame edilemez<\/strong> \u2013 di\u011fer kaynaklarla de\u011fi\u015ftirilemez.<\/p>

Barney, kaynaklar\u0131n heterojenli\u011fi ve sabitli\u011fi aras\u0131ndaki ili\u015fkiyi a\u015fa\u011f\u0131da \u015fekille izah etmi\u015ftir;<\/p>

<\/p>

\"No<\/figure><\/div>

(Barney, 1991: 112)<\/p>

<\/p>

Bir kayna\u011fa sahip olan firmalar ve rakipler aras\u0131nda az bulunan (nadir) kaynaklar\u0131n kar\u0131\u015f\u0131m\u0131n\u0131n kar\u015f\u0131la\u015ft\u0131rmal\u0131 \u00fcst\u00fcnl\u00fc\u011fe sebep oldu\u011fu s\u00f6ylenir. Bu \u00fcst\u00fcnl\u00fck, firman\u0131n \u00fcst\u00fcn bir de\u011fere sahip oldu\u011fu veya daha d\u00fc\u015f\u00fck maliyetle \u00fcretebildi\u011fi pazarlama teklifleri \u00fcretmelerini sa\u011flar. Bu sebeple, kaynaklardaki bu kar\u015f\u0131la\u015ft\u0131rmal\u0131 \u00fcst\u00fcnl\u00fck, pazarda rekabet avantaj\u0131na yol a\u00e7abilir. De\u011ferli, nadir, taklit edilmesi zor ve pahal\u0131 ve ikame edilemez kaynaklar bir firmaya s\u00fcrd\u00fcr\u00fclebilir rekabet avantaj\u0131 sa\u011flayabilir. Bir dizi de\u011ferli kaynak, stratejileri tasarlamak ve uygulamak i\u00e7in kullan\u0131labilir. Bu kaynaklar, fiziksel, be\u015feri veya \u00f6rg\u00fctsel sermaye kaynaklar\u0131n\u0131n \u00f6zel bir kar\u0131\u015f\u0131m\u0131 olabilir. Ancak bu kaynaklar nadir de\u011filse, ba\u015fka bir firma ayn\u0131 stratejileri tasarlayabilir veya taklit edebilir.<\/p>

<\/p>

\"No<\/figure><\/div>

(Porter, 1985: 5)<\/p>

<\/p>

Ancak bu g\u00f6r\u00fc\u015fe \u015fu a\u00e7\u0131dan bir ele\u015ftiri vard\u0131r. Barney\u2019in varsay\u0131m\u0131, firman\u0131n avantaj yaratacak kaynaklar\u0131ndan yararlanabildi\u011fi s\u00fcrece faaliyet g\u00f6sterdi\u011fi rekabet\u00e7i pazarda k\u00e2rl\u0131 olabilece\u011fini \u00f6ne s\u00fcrer. Ancak bu varsay\u0131m, end\u00fcstride d\u0131\u015f \u00e7evreyi (d\u0131\u015fsal fakt\u00f6rler) g\u00f6z ard\u0131 eder (bkz. Porter\u2019\u0131n Sanayi Yap\u0131 Analizi)<\/p>

\"No<\/figure><\/div>

<\/p>

Michael Everett Porter<\/strong>, 1947 do\u011fumlu Amerikal\u0131 akademisyen ve ekonomist. Harvard \u00dcniversitesi \u0130\u015fletme B\u00f6l\u00fcm\u00fc\u2019nde Ekonomi ve Y\u00f6netim Bilimleri profes\u00f6r\u00fcd\u00fcr. Ayn\u0131 zamanda Strateji ve Rekabet\u00e7ilik Enstit\u00fcs\u00fc Ba\u015fkan\u0131d\u0131r.\u00a0\u201c\u00dc\u00e7 Genel Rekabet Stratejisi\u201d, \u201cDe\u011fer Zinciri\u201d ve \u201cBe\u015f G\u00fc\u00e7 Modeli\u201d<\/strong>\u00a0isimli \u00e7al\u0131\u015fmalar\u0131 ile \u00fcnl\u00fcd\u00fcr. Bir\u00e7ok otorite taraf\u0131ndan en etkili y\u00f6netim d\u00fc\u015f\u00fcn\u00fcrlerinden biri olarak g\u00f6sterilmektedir.<\/p>

Porter be\u015f g\u00fc\u00e7 ilkesinde tedarik\u00e7ilerin pazarl\u0131k g\u00fcc\u00fc, al\u0131c\u0131lar\u0131n pazarl\u0131k g\u00fcc\u00fc, yeni giri\u015fimcilerin tehdidi, ikame \u00fcr\u00fcn ve hizmetlerin tehdidi ve mevcut rakiplerle \u00e7eki\u015fmede<\/em><\/strong>n bahsetmi\u015ftir. \u0130lk olarak 1979\u2019da Harvard Business Review\u2019da yay\u0131nlanm\u0131\u015ft\u0131r. Porter\u2019a g\u00f6re bu ilkeler mikro \u00e7evredir ve bunlar\u0131 makro \u00e7evre ile kar\u015f\u0131la\u015ft\u0131r\u0131r. Bir pazar\u0131n \u00e7ekici olmas\u0131, pazarda faaliyet g\u00f6steren her firman\u0131n k\u00e2rl\u0131 olaca\u011f\u0131 anlam\u0131na gelmez. Porter bu \u00e7er\u00e7evenin genel end\u00fcstri d\u00fczeyinde uygulanmas\u0131 gerekti\u011fini, end\u00fcstri gruplar\u0131nda kullan\u0131lmamas\u0131 gerekti\u011fini ifade etmi\u015ftir. Strateji dan\u0131\u015fmanlar\u0131, stratejik pozisyonun nitelik de\u011ferlendirmesini yaparken bu \u00e7er\u00e7eveden yararlanabilmektedirler.<\/p>

Porter\u2019\u0131n rekabet avantaj\u0131 yakla\u015f\u0131m\u0131nda, y\u00fcksek performans i\u00e7in do\u011fru pazar\u0131n \/ end\u00fcstrinin se\u00e7ilmesi ve do\u011fru rekabet\u00e7i pozisyonun belirlenmesi gerekir. Porter\u2019a g\u00f6re i\u015fletme \u00e7evresi, sekt\u00f6rel ya da operasyonel \u00e7evreyi kapsar. Bu, stratejiler ve k\u00e2rl\u0131l\u0131k \u00fczerinde \u00f6nemli bir etkendir.<\/p>

Kevin P. Coyne<\/strong> ve Somu Subramaniam<\/strong>, (Bringing Discipline to Strategy, 1996<\/em>) \u00e7al\u0131\u015fmalar\u0131nda Porter\u2019\u0131n bu \u00e7er\u00e7evesine baz\u0131 ele\u015ftiriler getirmi\u015flerdir;<\/p>

–         Al\u0131c\u0131lar, rakipler veya tedarik\u00e7iler ilgisizdir ve etkile\u015fim sa\u011flamayacaklar\u0131,<\/p>

–         De\u011fer kayna\u011f\u0131n\u0131n yap\u0131sal avantaja sahip olmas\u0131,<\/p>

–\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Belirsizli\u011fin d\u00fc\u015f\u00fck olmas\u0131, pazardaki oyuncular\u0131n rekabet\u00e7i davran\u0131\u015ftaki de\u011fi\u015fiklikleri planlayacak ve bunlara yan\u0131t verecek zamana sahip olabilecekleri.<\/p>

\"No<\/figure><\/div>

Birger Wernelfelt<\/strong> ise 1951 do\u011fumlu Danimarkal\u0131 bir ekonomist ve y\u00f6netim teorisyenidir. JC Penny MIT Sloan \u0130\u015fletme Okulu\u2019nda Y\u00f6netim Profes\u00f6r\u00fcd\u00fcr. En \u00e7ok at\u0131f alan \u00e7al\u0131\u015fmas\u0131 \u201cA Resource \u2013 based view of the Firm<\/em>\u201d ile \u00fcnl\u00fcd\u00fcr.<\/p>

Wernerfelt (1984)<\/strong> ise bu konuya dair g\u00f6r\u00fc\u015f\u00fcn\u00fc, bir firman\u0131n \u00e7ekicili\u011fini, firman\u0131n pazara sundu\u011fu kaynaklardan ba\u011f\u0131ms\u0131z olarak de\u011ferlendirmenin m\u00fcmk\u00fcn olmayacabilece\u011fini ifade etmi\u015f ve bu nedenle, firman\u0131n daha sa\u011flam bir \u00e7er\u00e7eve geli\u015ftirmesi i\u00e7in bu teorinin kaynak temelli yakla\u015f\u0131m (resource-based view) ile birle\u015ftirildi\u011fini \u00f6ne s\u00fcrerek belirtmi\u015ftir.<\/p>

2013 y\u0131l\u0131nda yapt\u0131\u011f\u0131 \u201cThe Comparative Advantages of Firms, Markets and Contracts: A Unified Theory<\/em>\u201d isimli \u00e7al\u0131\u015fmas\u0131nda ise en etkili i\u015fg\u00fcc\u00fc piyasas\u0131 mekanizmas\u0131n\u0131n, uzmanla\u015fman\u0131n avantajlar\u0131na, \u00e7al\u0131\u015fanlar\u0131n giri\u015fimciler aras\u0131nda ge\u00e7i\u015f yapma maliyetlerine ve ihtiya\u00e7lar\u0131n de\u011fi\u015fme s\u0131kl\u0131\u011f\u0131na ba\u011fl\u0131 oldu\u011funu belirtmi\u015ftir. \u00c7ok tarafl\u0131 mekanizmalar, uzmanla\u015fma daha avantajl\u0131 oldu\u011funda, i\u015f\u00e7ilerin giri\u015fimciler aras\u0131nda ge\u00e7i\u015f yapmas\u0131n\u0131n ucuz oldu\u011funu ve temel olarak daha etkili oldu\u011funu \u00f6ne s\u00fcrm\u00fc\u015ft\u00fcr. \u0130kili bir mekanizma g\u00f6z \u00f6n\u00fcne al\u0131nd\u0131\u011f\u0131nda, s\u00fcre\u00e7 i\u00e7i d\u00fczenlemeler daha s\u0131k ortaya \u00e7\u0131kt\u0131\u011f\u0131nda istihdam (firma) s\u00f6zle\u015fmelerden daha etkili oldu\u011funu belirtmi\u015ftir.<\/p>

KAYNAKLAR<\/strong><\/p>

Wernerfelt, 1984, A Resource-Based View of the Firm, <\/strong>Strategic Management Journal<\/em>, Vol. 5, No. 2. (Apr. – Jun., 1984), pp. 171-180.<\/p>

Porter, Michael, 2008,<\/strong> “The Five Competitive Forces That Shape Strategy”<\/strong><\/a>. Harvard Business Review.<\/em><\/p>

Barney, 1991, Firm Resources and Sustained Competitive Advantage<\/strong>, Journal of Management<\/em>, 1991, Vol. 17, No. 1, 99-120<\/p>

Barney, 2013, The Comparative Advantages of Firms, Markets and Contracts: A Unified Theory<\/strong><\/p>

Coyne, Subramaniam, 1996, Bringing discipline to strategy<\/strong>, The McKinsey Quarterly<\/em><\/p>

Wikipedia<\/em><\/p>

<\/p>","protected":false},"excerpt":{"rendered":"

\u00c7evresel fakt\u00f6rlerin ciddi y\u0131k\u0131c\u0131 etkilerini g\u00f6rd\u00fc\u011f\u00fcm\u00fcz \u015fu g\u00fcnlerde y\u00f6netim ve strateji literat\u00fcr\u00fcnde \u00f6nemli teori ve tart\u0131\u015fmalara imza atm\u0131\u015f y\u00f6netim d\u00fc\u015f\u00fcn\u00fcrlerinin, firma \u00f6zelindeki kaynaklar\u0131n m\u0131 \u00f6nemli […]<\/p>\n","protected":false},"author":1,"featured_media":87,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[24],"tags":[46,47,48,45,44,49],"class_list":["post-85","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-yonetim","tag-competition","tag-competitiveadvantage","tag-porter","tag-resourcebasedtheory","tag-resources","tag-wernerfelt"],"jetpack_sharing_enabled":true,"jetpack_featured_media_url":"https:\/\/mertmehmetsener.com\/wp-content\/uploads\/2023\/10\/kaynaklar-ve-rekabet.png","_links":{"self":[{"href":"https:\/\/mertmehmetsener.com\/index.php\/wp-json\/wp\/v2\/posts\/85","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/mertmehmetsener.com\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/mertmehmetsener.com\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/mertmehmetsener.com\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/mertmehmetsener.com\/index.php\/wp-json\/wp\/v2\/comments?post=85"}],"version-history":[{"count":1,"href":"https:\/\/mertmehmetsener.com\/index.php\/wp-json\/wp\/v2\/posts\/85\/revisions"}],"predecessor-version":[{"id":94,"href":"https:\/\/mertmehmetsener.com\/index.php\/wp-json\/wp\/v2\/posts\/85\/revisions\/94"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/mertmehmetsener.com\/index.php\/wp-json\/wp\/v2\/media\/87"}],"wp:attachment":[{"href":"https:\/\/mertmehmetsener.com\/index.php\/wp-json\/wp\/v2\/media?parent=85"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/mertmehmetsener.com\/index.php\/wp-json\/wp\/v2\/categories?post=85"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/mertmehmetsener.com\/index.php\/wp-json\/wp\/v2\/tags?post=85"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}