Research Journal of Economics & Business Studies - RJEBS - The ...
Research Journal of Economics & Business Studies - RJEBS - The ...
Research Journal of Economics & Business Studies - RJEBS - The ...
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Importance <strong>of</strong> technology, innovation and R&D<br />
Yes<br />
Most <strong>of</strong> …<br />
Average<br />
Renewable energy<br />
Telecommunication<br />
Partially<br />
No<br />
0% 10% 20% 30% 40%<br />
<strong>The</strong> renewable energy sector are the prime followers <strong>of</strong> this idea, therefore a high percentage <strong>of</strong> the<br />
managers and entrepreneurs deeply agree to the question. <strong>The</strong>y believe that there core competencies<br />
and source <strong>of</strong> power is their ability to innovate. <strong>The</strong>refore, a successful business strategy in their<br />
perspective depends on its uniqueness. <strong>The</strong> telecommunication respondents deliver the message that<br />
business strategies must be formulated considering the present capability <strong>of</strong> the resources, both human<br />
and capital.<br />
4.3 Question: How much will you rate the importance <strong>of</strong> new tools <strong>of</strong> strategy formulation relative to<br />
traditional internal and external audits?<br />
Importance <strong>of</strong> new tools for strategy formulation<br />
50%<br />
40%<br />
30%<br />
20%<br />
10%<br />
0%<br />
45%<br />
35%<br />
32%<br />
20%<br />
19%<br />
16%<br />
10%<br />
12%<br />
8%<br />
3%<br />
Very Low Low Medium High Very High<br />
Telecommunication<br />
Renewable energy<br />
Respondents <strong>of</strong> the telecommunication sector show their dependence on the existing tools <strong>of</strong> strategy<br />
formulation. It is clearly seen from the above diagram that individuals <strong>of</strong> both the field hugely depends<br />
on traditional mechanisms <strong>of</strong> strategizing. However, the shift <strong>of</strong> renewable entrepreneurs is towards<br />
understanding the new perspectives <strong>of</strong> strategy making. It can be understood that although they want to<br />
utilise new tools, methods and processes, they are unaware <strong>of</strong> the emergence <strong>of</strong> recent concepts such<br />
as the blue or green ocean strategies ‘four action framework’ or the ‘strategy canvas’.<br />
www.theinternationaljournal.org > <strong>RJEBS</strong>: Volume: 02, Number: 08, June-2013 Page 26