REKABETİN DEĞİŞEN DOĞASI: PARADOKSAL BİR İLİŞKİ OLARAK REKABERLİK

Rekaberlik, değer yaratmak amacıyla işletmelerin aynı anda hem rekabet etmeleri hem de işbirliği yapmaları olarak tanımlanabilmektedir. Rekabet ve işbirliği kavramlarının birbirleriyle çelişkili olmasından dolayı rekaberlik ilişkisi, doğası gereği paradoksal bir nitelik taşımaktadır. Bu yeni rekabet ilişkisinde rakipler ne "dost" ne de "düşman" olarak tanımlanamaz. Rekaberlik stratejisi, özellikle Ar-Ge ve yeni ürün geliştirme faaliyetlerinin yoğun olduğu teknoloji temelli sektörlerde çok etkili sonuçlar vermekle birlikte, paradoksal yapısı nedeniyle sürdürülmesi çok zor ve istikrarsız bir ilişkidir. Rekaberlik ilişkisinde birlikte iş yapma ve rakibin önemli iş sırlarını öğreneceğinden korkma gibi hem olumlu hem de olumsuz duygular aynı anda yaşanır ve bu durum yöneticilerin çatışan talepler arasında sıkışıp kalmış gibi hissetmelerine neden olur. Eğer ortaklar bu gerilimi yönetecek becerilere sahip değilse, rekaberlik tam bir kaybet/kaybet durumuna dönüşebilir. Diğer bir deyişle, rekaberliğin başarısı “paradoksal gerilimin” yönetilmesine bağlıdır. Uluslararası literatürde rekaberlik stratejisine olan ilgi her geçen gün artmakla birlikte, ulusal literatürdeki çalışmaların henüz emekleme aşamasında olduğu söylenebilmektedir. Bu çalışmanın amacı, işletmelerin rekaberlik ilişkisine dâhil olma sürecini, bu ilişkinin getirilerini ve katılımcı işletmeler arasındaki gerilimlerin yönetilmesine ilişkin stratejileri açıklamaktır. Böylelikle rekaberlik stratejisinin kavramsal alt yapısını belirli bir sistematik içerisinde ortaya koyarak stratejik yönetim yazınına katkı sağlamak amaçlanmaktadır.

Anahtar Kelimeler:

Rekabet, işbirliği, rekaberlik stratejisi, ortaklaşa rekabet, paradoksal gerilim, paradoksal gerilim

THE CHANGING NATURE OF COMPETITION: COOPETITION AS A PARADOIXAL RELATIONSHIP

Coopetition can be defined as businesses competing and cooperating at the same time in to create value. Since the juxtaposition of competition and cooperation is logically contradictory, coopetitive relationship is paradoxical. In this new competitive relationship, rivals cannot be defined as either "friend" or "enemy". Although the coopetitive strategy gives very effective results especially in technology-based sectors where R&D and new product development activities are intense, it is a very difficult and unstable relationship to maintain due to its paradoxical structure. In a coopetitive relationship, both positive and negative emotions are experienced at the same time, such as doing business together and fearing that the competitor will learn important business secrets, which causes managers to feel stuck between conflicting demands. If the partners do not have the skills to manage their tension, the coopetition can turn into a complete lose/lose situation. In other words, the success of coopetition depends on managing the "paradoxical tension". Although the interest in the coopetition strategy in the international literature is increasing day by day, it can be said that the studies in the national literature are still in the infant stage. Thus, this study aims to contribute to the strategic management literature by revealing the conceptual infrastructure of the competitive strategy in a certain systematic.

Keywords:

Competition, cooperation, coopetition strategy, paradoxical tensions.,

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