Porter's ideas work so well with Sun Tzu's strategy they share very similar perspectives on the nature of competition. While Porter's financial goals are absolutely necessary, Sun Tzu suggests that a more extensive understanding of goals is necessary to address Porter's need for continuity. Porter identifies the importance of strategy in delivering a value proposition, but Sun Tzu brings in the larger idea of the competitive environment to help us understand the relative strengths and weakness of a value proposition more clearly. Competition strategies, as stated in the sections above, are related with the main strategy, maneuver and tactics for the firm to fulfill its objectives. It is closely connected with the aim-target, mission-vision of the organization. It is formed according to the basic cores and strategic position that the firm has. It requires strategic leadership because of its scope. The means used successfully in the implementation are very important. It is a concept which needs social responsibility and ethical rules should be considered in the development and implementation stages. Some elements appear to be the most urgent things to develop and implement competition strategies successfully. Getting detailed information about the situational (outer and inner) environment, making competitor analyses, and parallel to that, making strategic attacks, winning without fighting, reaching a strong strategic position through basic cores, having flexible plans and policies and the ability of performing sudden maneuvers can be given as examples.
The study can be perceived to be limited since the competition strategies implemented in the organizations are evaluated with military strategies. Nevertheless, if it is thought that the business world today is indefinite and the setting for mutual attacks and strategies like a battlefield and most concepts used in the strategic management are related with military terms, with this study it is aimed at giving a different point of view. It is thought that each of war art principles should be investigated comprehensively with the strategic management point of view in the studies that will be carried out in the future. Carrying out empirical studies displaying the importance level of these principles in implementation will enable the subject to be understood better.
What needs to be emphasized first and foremost is Sun Tzu's non-relational approach to leadership. Admittedly one can see a reflection of the Confucian dyadic model of interpersonal role relationships such as that between the sovereign and the minister and between the parent and the child. Yet, Sun Tzu is mostly concerned with the whole organization: its legitimacy, its systems of operation and administration, the collective followership, or the unity and morale of the organizational members. His unit of analysis and his target of leadership actions are more often than not at the collective rather than the individual. His collectivity also tends to be at the highest collectivity level, that is, the overall organization rather than its individual divisions and subdivisions. Such an approach speaks to the Western literature on strategic leadership (Boal and Hooijberg, 2001; Finkelstein and Hambrick, 1996) and contributes to it by emphasizing the creation of external and internal winning environments. The system and situational approach to leadership complements dyadic models of leader–member relationships (Graen and Uhl-Bien, 1995). Leadership in the global context calls not only for cross-cultural relationship-building but also for attention to issues of external and internal environments, system-level adaptation, and collective identification. Second, Sun Tzu’s theory of situationalism provides interesting critiques on the person-situation debate in the organizational behavior literature and on cross-cultural research on cognition. The person-situation debate centers on whether it is individuals'...
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