Research Journal of Economics & Business Studies - RJEBS - The ...

The “dynamic strategy” model is based on the previously developed hypotheses and the research
questions. The first segment shows the evolution of strategy and reflects the traditional approaches of
strategizing. The constraints are always constant throughout each element, and only the key ones are
highlighted. The red arrow reflects the giant leap of industrialisation and creation of newer
methodologies such as the generic strategies. However, the root of organisation strategy remains the
same which is replicated by the consistent gloomy border color of the two elements. However, the fill
color changes because of the new methods of strategic planning.
The two hypotheses are formed and the constraints gave rise to a new element in the “dynamic
strategy” framework, the blue ocean strategy. The color is simultaneously blue and the outline also
transforms which refer to the complete ‘restructure’ as proposed in the blue ocean strategy literature.
There onwards, two set of hypotheses arises and together with the drawbacks of the BOS, the
conceptual framework reaches its climax. The dynamic strategy framework, as illustrated with a
dynamic green color, also represents the overall assumption that strategy should consist of a dynamic
process of constant invention and re-invention of new tools, concepts and strategic methods.
Finally, the dynamic strategy framework box is surrounded, by a broken line as it is only at the
hypothesis level whereas the others are proven concepts. As a result, the overall model is also bordered
by a broken line which reflects that the hypotheses are yet to be proved.
3.0 Research Methodology
This paper is based on the philosophical assumption of positivism. The overall purpose is to gain
insights from existing literature and analyse primary data’s to reach justifiable conclusions.
This paper is exploratory in nature with a hint of descriptive measures while conducting thorough and
empirical research. The overall assumption of using a descriptive method is to obtain fairer results
from the respondents and portray a clear understanding of the research topic. Similarly, the nature of
the problem issues the need to be flexible and follow the exploratory research technique. In addition,
this paper is build upon a critical discussion of the existing literatures, interviews of professionals and
market surveys, which are the main components of an exploratory research paradigm.
3.1 Research Approach
The hypotheses were constructed by following a deductive research approach from the strategic
literature in the context of the present business environment to prove the dynamic relationship between
strategy and process. Quantitative data collection methods were used to describe key theories and
concepts during hypothesis development and secondary data analysis.
3.2 Sampling Techniques
This paper is based on the probability sampling method to provide equal chance to every individual of
the telecommunication and renewable energy sector of Bangladesh. The respondents were randomly
selected from the sample population although a definite sampling size was not visualized before the
start of data collection.
3.3 Sampling Size
The questionnaire were handed out to the managers, management employees and small-scale
entrepreneurs of the renewable energy industry and the telecommunication industry to conduct the
survey. An overall of amount of 96 completed questionnaires from the telecom industry was included
to facilitate the research process. Meanwhile, given to the small number of enterprises operating in the
renewable energy sector of Bangladesh, only 30 filled up questionnaires was able to add itself in the
research data basket. An in-depth formal personal interview was conducted through open-ended
questionnaires with two professionals representing the telecom and renewable energy sector to obtain
more knowledge and understand the implications of developing strategies on that particular industry.
www.theinternationaljournal.org > RJEBS: Volume: 02, Number: 08, June-2013 Page 24