Strategic Management and Competition: An Evaluation Based on Concentration Indicators in the Turkish Iron and Steel Sector

Yıl 2025, Cilt: 14 Sayı: 3, 1986 - 2011, 30.09.2025

Mustafa Yücel

https://doi.org/10.15869/itobiad.1694901

Öz

This study examines the strategic orientations that firms operating in the Turkish iron and steel sector may adopt in response to changing competitive dynamics, within an integrated framework of strategic management theories. Using sectoral data from the 2019-2023 period, the Herfindahl-Hirschman Index (HHI), the Entropy Index (EI), and CR4-CR8 ratios were calculated based on production revenues. To evaluate the strategic implications of this structure, the study primarily employed Porter’s Five Forces Model, complemented by the Resource-Based View (RBV) and Ansoff’s Growth Matrix as three theoretical perspectives. Also, Environmental Uncertainty, Dynamic Capabilities, and Sustainability were incorporated as supplementary lenses. The findings indicate that during the 2019-2023 period, HHI values and CR4-CR8 ratios declined, while the Entropy Index increased in the Turkish iron and steel industry. These results, showing reduced concentration and a more equal distribution of market shares, point to structural transformations within the sector. In this context, Porter’s model suggests that in low-concentration markets firms should prioritize differentiation strategies over price competition. Examples such as POSCO’s solution-oriented marketing approach and SSAB’s HYBRIT project illustrate how such strategies can be implemented. Within the RBV framework, digital infrastructure, human capital, and innovation management emerge as key resources for achieving sustainable competitive advantage. ArcelorMittal’s XCarb™ platform and POSCO’s organizational restructuring highlight the strategic value of internal resources. In terms of Ansoff’s growth strategies, exports to regions with significant infrastructure investment and technical collaborations with customers appear as effective practices. The analysis highlights environmental uncertainty, which the Dynamic Capabilities approach addresses through organizational agility, innovation capacity, and learning ability. Overall, the study integrates quantitative analyses with strategic management theories to provide a comprehensive explanation of firm behavior in a transforming industry, contributes to addressing theoretical gaps regarding the relationship between market structure and firm strategies in emerging markets, and offers practical recommendations for managers.

Anahtar Kelimeler

Strategic Management , Five Forces Model , Competitive Strategies , Resource-Based View (RBV) , Growth Strategies , Concentration Analysis

Stratejik Yönetim ve Rekabet: Türkiye Demir-Çelik Sektöründe Yoğunlaşma Göstergeleri Üzerinden Bir İnceleme

Öz

Bu çalışma, Türkiye demir-çelik sektöründe faaliyet gösteren firmaların değişen rekabet dinamiklerine uygun şekilde verebilecekleri stratejik yönelimleri, stratejik yönetim kuramları çerçevesinde bütünleşik bir şekilde incelemektedir. 2019-2023 dönemine ait sektörel veriler kullanılarak üretim gelirlerine dayalı Herfindahl-Hirschman Endeksi (HHI), Entropi Endeksi (EI) ve CR4-CR8 oranları hesaplanmıştır. Söz konusu yapıyı stratejik açıdan değerlendirmek amacıyla çalışmada Porter’ın Beş Güç Modeli ana temel olmak üzere, Kaynaklara Dayalı Görüş (RBV) ve Ansoff’un Büyüme Matrisi ile üç teorik bakış açısı çerçevelendirilmiştir. Buna ek olarak, Çevresel Belirsizlik, Dinamik Yetkinlikler ve Sürdürülebilirlik yaklaşımları tamamlayıcı niteliğinde entegre edilmiştir. Çalışmanın bulguları, Türkiye demir-çelik ana metal sanayinde 2019-2023 dönemi boyunca HHI değerlerinin ve CR4-CR8 oranlarının düşmekte olduğunu, öte yandan Entropi Endeksi’nin artmakta olduğunu göstermiştir. Yoğunlaşma koşullarının azaldığını ve pazar paylarının daha eşit dağıldığını gösteren bulgular, sektörde yapısal değişimlerin meydana geldiğine işaret etmektedir. Bu bağlamda Porter’ın modeli, düşük yoğunlaşmalı pazarlarda firmalara fiyat rekabeti yerine farklılaşma stratejilerini önermektedir. POSCO’nun çözüm odaklı pazarlama yaklaşımı ve SSAB’nin HYBRIT projesi gibi örnekler, söz konusu stratejilerin nasıl uygulandığını göstermektedir. RBV çerçevesinde, dijital altyapı, beşerî sermaye ve yenilik yönetimi gibi firma içi kaynaklar, sürdürülebilir rekabet üstünlüğünün temel unsurları olarak öne çıkmaktadır. ArcelorMittal’in XCarb™ platformu ve POSCO’nun örgütsel yapılanma revizyonları, iç kaynakların stratejik değerini yansıtan örneklerdir. Ansoff’un büyüme stratejileri kapsamında ise, altyapı yatırımlarının yoğun olduğu bölgelere yönelik ihracat ve müşterilerle kurulan teknik iş birliklerinin etkili uygulamalar olduğu anlaşılmaktadır. Analizin işaret ettiği çevresel belirsizliğe ise Dinamik Yetkinlikler Yaklaşımı, örgütsel çeviklik, yenilik kapasitesi ve öğrenme yeteneğinin vurgusu ile cevap vermektedir. Özetle, çalışma nicel analizleri stratejik yönetim kuramlarıyla bütünleştirerek dönüşüm sürecindeki bir sanayi kolunda firma davranışlarını kapsamlı biçimde açıklamakta, gelişmekte olan pazar bağlamında rekabet yapısı ile firma stratejileri arasındaki ilişkiye dair teorik boşlukların giderilmesine katkı sağlamakta ve uygulayıcılara yönelik somut öneriler sunmaktadır.

Anahtar Kelimeler

Stratejik Yönetim , Beş Güç Modeli , Rekabet Stratejileri , Kaynaklara Dayalı Görüş , Büyüme Stratejileri , Yoğunlaşma Analizi

Kaynakça

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