Özet:

This study focuses on the concepts of competitive superiority by Michael E. Porter and Jay Barney. The concept of competitive superiority of the two authors is based on their views, which ideas are the main objective of the study. Understanding the ideas of Porter and Barney’s competitive superiority also enables you to understand their ways of thinking. The forces that determine the competition in the Porter sector are based on the threats of newly entered companies, the threat of residential products or services, the negotiating forces of buyers, the negotiating forces of suppliers, and the competition between existing companies. Michael E. Porter expresses the competitive superiority of companies around the enterprises and in the industry. Unlike Michael Porter, Jay Barney is seeking the competitive superiority of in the internal structure of the business, in the capabilities, in the internal resources. The competitive superiority of these two different perspectives brings together two different strategic thinking. While both opinions have their own characteristics, it seems impossible to say that Porter’s position approach is superior to Barney’s source-based approach, or exactly the opposite. Instead, this study argues that Porter and Barney’s approaches are complementary and should be evaluated together in a business environment where uncertainty is high.

Anahtar Kelimeler:

Özet:

This study focuses on the competitive advantage of Michael E. Porter and Jay Barney. The main objective of the study is to investigate the ideas underlying the two authors' view of the concept of competitive advantage. Understanding Porter's and Barney's ideas of competitive advantage makes it possible to understand their way of thinking. Michael E. Porter bases the forces that determine the competition in the sector on the threats of new companies to the sector, the threat of substitute products or services, the bargaining power of the buyers, the bargaining power of the suppliers and the competition between existing companies. Porter states that companies have competitive advantage in their environment and especially in their industry. Contrary to Porter, Jay Barney seeks the competitive advantage of businesses in the internal structure, capabilities and internal resources of the business. These two different views on competitive advantage lead to two different strategic thinking. While both views have their own characteristics, it is not possible to say that Porter's position approach is superior to Barney's approach based on resources or vice versa. On the contrary, this study argues that Porter and Barney's approaches are complementary to each other and that they should be evaluated together in a business environment where uncertainty is high.