CHAPTER 3 METHODOLOGY

3.1 Introduction
A method is a particular way to complete, accomplish or drawing near something. Another concept is, it is a tool that could helpful in problem solving and ad knowledge a research 8.In following chapter, there is delineation about method of research which has been used. There are different steps to be followed in order to complete this research, and this chapter would give glance of such steps.

3.2 Research Approach

For the execution of the research problem, researcher employed research approach. There are three approaches i. ii. iii. Mixed Approach Qualitative Approach Quantitative Approach

In the following research, qualitative approach has been selected. In this approach, researcher attempts to get deep knowledge, with regard to the selected topic. Researcher conducted the interviews for collection of data.

8 Solvang and Holme (1997)

3.3 Research Design

There are four types of research designs, researcher applied research design according to research approach, which had been applied. Types of Research Design i. ii. iii. iv. Case Study Design Grounded Theory Ethnographic Phenomenology

In this research, the phenomenology research design has been used.

3.3a Phenomenology
A philosophical study which acumen on the about-ness of anything through intuitive sense of deliberate experience, and try to delineate its main elicitation.

3.4 Research Purpose

In research writing, there are three research purposes 1. Explanatory 2. Exploratory

3. Descriptive In this study, researcher followed the quantitative approach, and according to this, purpose of the study would be exploratory.

3.4a Exploratory Research

In exploratory research, there is a conscious attempt of researcher to ascertain the different facts, opinion, and measures etc with relevance to the topic of the study. It depends mostly on pilot or case studies, secondary data like available literature for reviews, formal discussions, in-depth interviews and so on.

3.5 Population and Sampling

In this research, researcher would study on the employers in Pharma Industry. Sample size would be 4, and the researcher would collect the needed information through conducting the interviews. The main area of focus would be the dynamic capabilities role on firm performance. Researcher would also acumen on development of these capabilities and issues related to this development.

3.5 Data Collection

In order to accumulate the data, depth interviews would be conducted by researcher from the management of the companies. The technique of depth interview is semi- structured that, delve into different hunches of respondents. For this, there is a need to inculcate an instrument (questionnaire) and the basis of this instrument would be the factors emerged by the review of literature.

3.5 Data Analysis

In qualitative research, the accumulation of data could be done with the help of three steps and they are: i. ii. iii. Coding the data Categorize the data Analyze the data

3.5a Coding the data

Coding the data mean, once the data collection has been done (it is also known as post coding) which refers to the concept that, opinions are coded, which was collected from the respondents.

3.5b Categorize the data

After the first step, which was coding the data, the researcher proceeds towards next step, that is categorize the data. By the help of this categorization, researcher presents the opinion and concepts of respondents.

3.5c Analyze the data

The final step of data analysis is, analyzing the data in accordance with the categories which researcher made in second step, on the basis of coded data.

3.6 Ethical Consideration

Ethical issues are considered as one of the highly vital part of research. It is mandatory for

researcher to follow these: There is a need to intimate respondent from researchers side and in this intimation there is a need to clearly delineate that, why it is supposed to be conducted and what is it. The other main important ethical consideration is to maintain the privacy of respondent that, their personal information (if any) and name would be confidential. There is need to confirmation from researcher side that, this information would be used for this research and wouldnt be used in other future piece of work or research. i. Trustworthiness Trustworthiness is vital to be considered as a part of any qualitative research. Researcher coded the data, which had been collected from respondents. This data then transferred in a form of transcription. After this, it is mandatory to show the transcription to the each respondent. The aim of showing transcriptions to the respondents is to ensure that, all information is transferred as the respondent gave the meaning to it.

Authenticity

Liu, and Su (2012) determined the dynamic capabilities, which can work effectively in order to develop new product in a product system, which is intricate. The aim of the paper is not to focus on existing capabilities but, to focus on different measures of these capabilities in complex system of product, which could change with the gradual changing environment. Study used, data coding method, and ferret out the dimensions, which are based on the case studies and the review of the literature. Upshots of the study show that, there are total three measures of dynamic capabilities having six sub-measures in intricate product system. Mulders et al (2010) investigated that, staff induction is whether a practice for small firms if so , then are these firms developing a dynamic capabilities within their staff or not and how. This study used case study method in biotech sector. Hence, the results suggest that, the effective development of staff induction process has been used by small firms. However, it's not on the basis of dynamic capabilities, but particularly problem solving. Moreover, interaction amid dynamic capabilities, staff induction, particular problem solving, and learning strategies have been examined. Upshots show that. Biotech companies inculcate staff induction practices, whereas MT companies regarded staff induction as an upcoming practice ad hoc in problem solving environment. Protogerou et al. (2006) investigated the relation amid dynamic capabilities and performance of the company and the main facet was whether these capabilities affects firm directly or indirectly. This research used the structural equation modeling method to ascertain link. Findings which were Empirical suggested that, dynamic capabilities are before to functional competences effect significantly, and performance effects insignificant. Hence, the findings suggested that, if firm want to get a long term advantage then there is a need of expertise in functional competences, and firm can generate these competences by using and re shaping the dynamic capabilities. It's

also mentioned in this research that, managers can skill fully use competencies and by using them they can create new kinds of competitive advantage. Nielsen (2010), inducted the notion regarding dynamic capabilities in this certain research, and mentioned that, these capabilities can be seen by the activities of knowledge management. The study used the process of literature review on major activities and processes of KM, and author attempted to connect these two approaches. Upshots of the research showed that, there are total eight activities of KM. Furthermore, these are assembled into dynamic capabilities which are three in total, under the titles of knowledge use, recombination, and development. It is also notify that. Dynamic capabilities are useful for creation of capabilities of organizations. Hence, it is suggested that, the rich hunch of dynamic capabilities can be cleared by the use KM activities. Moreover, it is suggested that, managers ought to acumen on contributing activities of knowledge management in results, they can easily use and operationalized DC. Lee et al. (2011) investigated the process of inculcation of the dynamic capabilities and dynamic knowledge articulation, and also provide the notion of this development. This research used 363 service firms as a sample in order to evaluate the role of dynamic learning and development of DC. Hence, the upshots show that, there is a positive impact of systematic use of tacit knowledge, interrelated powers of managers on DKA. Moreover study would be helpful for the literature acumen on DC and DKA from the facet of dynamic capabilities of firms. Wang et al (2007) examined the major issues and their impact on fast growing area of intense knowledge in service businesses globally. Its also highlighted that concept of dynamic capabilities came from the thoughts of strategic management. The exploratory research shows that the capabilities which are developing are highly driven by top clients, and management. The

Major findings are that exchange of information and integration are the factors which can accelerate firms performance. Hence, it is suggested that, in order to seize and sustain the competitive advantage, business ought to use sources internally and externally, it is also suggested that, Knowledge management and IT support can play vital role in performance of the firm with the help of dynamic capabilities which are knowledge based.

Jaw et al. (2011) examined the RBV and literature of organizational change in order to ferret out a process through which firms dynamic strategic capabilities could be inculcated, in order to address changing dynamic environment. This study uses the sample of 154 firms show that, model of mediation determines that, human capital could capture the advantage of process of human capital and also ease firms capabilities which are flexible. Hence, the findings indicate that this study made contribution in literature of firm change, it is also mentioned that, for effective change performance of firm is not regarded but process to inculcate capabilities. Moreover, it is suggested that, study uses the data of manufacturing firms and there is a place for future research.

Piening (2013) provides notion of dynamic capabilities in public organizations, this perspective holds capacity to highlight the notion that, how companies can perform with dynamism and indication of change. Research reflected dynamic capabilities through routine based facets because, it provides intense notion how work in any firm carried out. Hence it is suggested that, in future there is a need of empirical studies in public sector in order to test the proportions with regard to this article. Its also suggested that, current research contain on one indicator of

performance, in future there is a need of multidimensional measures of performance that parallel seize the performance of firm in effective and efficient manner. Lai, and Yung (2012), investigated the product development in the firm under the name Asus with the help of dynamic capabilities. Authors focused technological firms and the competition of productions of mother boards and chips, research also shows that how company can make better their process of inculcate a product which is new to the market place. Upshot of the study shows that, competitive advantage that could be sustain, led to performance routine with high intensity. It is also notify that, negative entropy, core competencies, reconfiguration and the change are the best practices of any industry, and accumulation of companys assets (soft assets e.g tacit knowledge of work force and collaboration are inimitable) and inimitability play very important part in firms performance. Ramirez et al. (2011) showed the effects of leadership style could enhance the outcome of organization, in their research with the help of other dynamic capabilities. Authors also highlighted that, how these capabilities could affects innovation and outcome of organization. Study uses the literature review technique in order to complete the research and under the light of reviews authors showed the interrelations amid these two concepts. In this research data was collected from 408 Spanish organizations. Hence it is suggested that, this research would contribute in organization of Spain fairly, and data was self-reported which could be bias. It is also suggested that, future studies are needed on empirical basis and there is a need of longitudinal study on dynamic capabilities. Holzweber et al. (2011) examined the major issues and their effects on companies which could grow in fast pace. The study explored the fact that, dynamic capabilities (which are in the

process of development) are strongly cam e from top management and clients which can grow business and make a partnership on strategic basis. Study used qualitative approach on which statically generalization was made. Its also highlighted that, managers of firms can implement dynamic capabilities in appropriate manner and can get growth, productivity and effective businesses from their clients. Hence it is suggested that, in future there is a need of quantitative research on dynamic capabilities, and it is vital to get notion of the framework of these capabilities for customers and supply chain partners. Cao (2011) explored the dynamic capabilities with the help of grounded theory idea in China on global retailers, and eleven different dimensions were explored by the researcher through interviews. Upshots show the implication for how firm can build and then classify dynamic capabilities for retailers from all over the world, and the retailers from all over the world can impact on local markets. Findings also showed that the aim of the paper is to fill the hiatus in the literature by inspect the capabilities of global retailers hence, it is suggested that, this prodigy is required to be tested in upcoming research especially for the retailers who have been for long time in China. And they have a tacit knowledge about the change in environment in a very rapid manner.

Liu.J, and Su.J(2012) Effective Dynamic Capabilities I n Complex Product System: Experiences Of Local Chinese Firm, Journal of Knowledge-based Innovation in China Vol. 4 No. 3, pp. 174188

Mulders.D.E.M, Berends.P.A.J, and Romme.A.G.L (2010), Dynamic Capabilities And Staff Induction Practices In Small Firms, Society and Business Review Vol. 5 No. 2, pp. 155-169

Protogerou.A, Caloghiron.Y, and Lioukas.S (2006), Dynamic Capabilities And Their Impact On Firm Performance

* Killen.C.P, and Hunt.R.A (2010), Dynamic Capabilities Through Project Protfolio Management In Service And Manufacturing Industries, International Journal of Managing Projects in Business Vol. 3 No. 1, pp. 157-169

Nielsen.A.P (2010), Understanding Dynamic Capabilities Through Knowledge Management, Journal of knowledge management, Vol.10, No , pp 59-71 Lee.P.Y, Chenb H.H, ShyrcY.H, (2011) Driving Dynamic Knowledge Articulation And Dynamic Capabilities Of Service Alliance Firms. , The Service Industries Journal,Vol. 31, No. 13, pp 22232242 Wang.E, Klein.G, and Jiang.J.J (2007), IT Support In Manufacturing Firms For A Knowledge Management Dynamic Capability Link To Performance, Department Of Management Science,pp. 2419-2434

Jaw.B, Shiaw.B, and Tasi.H, (2013), Building Dynamic Capabilities. A Human Capital Perspective, Public Management Review, pp.209-205.

Yung.I.S, and Lai.M.H (2012), Dynamic Capabilities In New Product Development: The Case

Of Asus Corporation, Total Quality Management And Business Excellence, pp.1125-1134 Ramirez A.M, Jesus.V, Morales.G, Jimenez.M (2011), The Influnce Of Strategic Dynamic Capabilities On Organizational Outcomes Through The Organizational Learning Process, Journal Of Management And Innovation, pp685-708

Holwzweber.M, Mattsson. J, Chadee.D and Revti.R (2011), How Dynamic Capabilities Drive Performance In The Indian IT Industry: The Role Of Information and Coordination, Journal of Service Industries, pp 531-550

Cao.L (2011), Dynamic Capabilities In Turbulent Market Environment: Empirical Evidence From International Retailers In China, Journal Of Strategic Management, pp 455-469.

1.8 Limitation
In this research, there are some limitation which had been confronted by the researcher, such as time limitations and budget limitations. Due to limited time and budget the sample size of the research isnt large and the upshot is that, researcher acumen on few firms in the vicinity of Karachi.