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Organizational technologies can be classified according to the roles they play as either commodity or strategic. Commodity technologies support common operations, while strategic technologies address perceived threats to competitiveness, often identified by strategic foresight. These must go through an adoption process before playing an effective role in strategy execution. The adoption process includes known activities, ranging from sourcing (itself from in-house development to turn-key acquisition) to operational integration. This paper aims to reveal strategic technology adoption risks that arise during strategy execution.

A gradually developed causal loop diagram model, supported by general literature, introduces three general classes of technology adoption risks: mismatched requirements, supplier dependence and unmanaged life cycles.

Rather than managed, these risks are incurred or avoided depending on decisions made during the adoption process.

Despite the scarce literature coverage for the approach, examples revealing the presence of adoption risks are nevertheless available in the well-documented history of enterprise resource planning (ERP).

Although ERP is presented as a general-purpose strategic technology, the unique business features of maritime container terminals pose serious challenges to its adoption, which provides additional support to the discussion and reinforces the conclusions.

The approach to identifying risks in strategic technology adoption departs from the current risk paradigm in two significant ways. First, it emphasizes policy decision-making rather than external events. Second, it views risks as systemic rather than occurring independently.

This paper aims to examine the relationship between organizational learning (OL) and technology through the lens of strategic factors and to ascertain future research directions.

The systematic literature review method was applied in three stages to the 76 articles obtained from Scopus, Web of Science, Google Scholar and EBSCO databases.

This research revealed the evolution of the role of OL in innovation, performance, knowledge management and technological adoption and showcases a detailed conceptual model relating technology outcomes (technological innovation and capabilities) to OL outcomes (technology absorptive capacity, technological proactivity, as well as information technology [IT] and organization process alignment).

This review includes articles mainly in English and excludes conference proceedings.

This research attempts to guide managers and policymakers to foster an organizational culture conducive to technological adoption and OL. It helps organizations develop strategies for new product development, including strategic alliances and strategic leadership.

This review formalizes the linkages between technological absorptive capacity, technological proactivity and IT with technological innovation and capabilities. It identifies research gaps and elucidates future research directions.

The purpose of this paper is to help firms establish successful technology planning processes in the context of open innovation.

Although some pioneering firms realise enormous benefits from outward technology transfer, many others experience major difficulties in managing external technology exploitation. To overcome these managerial challenges, firms need to establish strategic technology planning processes, which takes into account the increasing importance of external technology commercialisation. Therefore, this paper conceptually explores strategic technology planning in open innovation systems.

After detailing the characteristics of external technology exploitation, two instruments that may help firms incorporate external technology exploitation in strategic technology planning are developed. First, the concept of product‐technology roadmaps is extended to include external technology exploitation. Second, the functional market concept is transferred from the level of product markets to the level of technology markets.

In many industries, external technology commercialisation is critical to gain and sustain a competitive advantage. Opening up strategic technology planning therefore contributes to firm performance in a knowledge‐based economy. As a result, this paper has major implications for research into strategic planning, technology management and open innovation.

The objective of this paper is to explore, describe, and explicate the processes which are related to the strategic planning for technology management, and to provide beneficial suggestions for China's high technology enterprises to promote technology management capability.

In this paper, a model for strategic planning for management of technology is developed, which is expected to be used to provide effective processes of articulating strategic planning. The model involves several key points including defining the current situations of technology management, determining the objectives of managing technology, and designing the approaches for the promotion of technology management capability. Capability maturity model (CMM) and fitness landscape theory are applied in this model to construct useful analysis tools. The model is used to make the strategic planning for management of technology of China's high technology enterprises. A survey of 43 high technology companies in China is conducted. Technology management maturity model (TMMM) is employed to assess the technology management maturity level, and fitness landscape of technology management is developed to explore the routines of promoting technology management capability.

The authors find that there is still much room for China's high technology enterprises to improve their technology management capability, since the average technology management maturity is only in the managed level. And the maturity of quality management is lower than that of organization management and resource management, and so quality management should have more importance attached to it, promoting holistic technology management capability. All such findings imply that our research makes theoretical contributions to technology management and strategy related literature with significant managerial implications.

The paper contributes to technology management literature by constructing the model of strategic planning for technology management, viewing it as the roadmap of the development of technology management, explaining three interrelated points and illustrating three processes. Second, the paper uses fitness landscape and NK model to explore the routines of promoting technology management capability.

This paper aims to examine the strategic dimension of outbound open innovation (OOI) with a focus on identifying strategic objectives for exploiting knowledge externally. It reviews the literature, presents a list of strategic objectives, and introduces a novel categorization.

A literature review of works combining strategy, and OOI lead to conceptualizing an array of strategic benefits including novel concepts. The review focuses on the empirical observations reported by previous research.

This paper presents the most comprehensive description of strategic objectives that may be pursued by OOI, with several case examples. Objectives are classified to six categories: gaining access to new knowledge, multiplication of own technologies, learning from knowledge transfer, controlling technological trajectories, external exploitation as a core business model and exerting control over the market environment.

The paper limits itself to discussing the non‐monetary objectives and incentives for engaging in outbound OI, or in other words, the potential that outbound OI has in creating strategic business opportunities.

For the manager, acknowledging the external opportunities for a firm's knowledge assets allows shifting from “just profit” externalization to a more strategic control over the company's future and its environment.

Whereas the common viewpoint in connecting between strategy and OOI is to minimize the negative impact, while retaining monetary benefits, this paper views OOI as an enabler of further strategic mobility and flexibility. The categorized list of strategic objectives also includes some novel additions to current understanding.

The conditions that are constantly changing and transforming by digital technologies in today's world have forced businesses to think strategically and to comply with the rules and processes of strategic management. Technologies, such as the internet of things, cloud computing, artificial intelligence, and big data, especially in the Industry 4.0 ecosystem, cause some conflicts or constructive and destructive effects on the management approaches and management strategies of businesses. Businesses need to understand these technologies and their effects to maintain their existence and manage their resources and capabilities effectively and strategically. In this chapter, it is aimed to examine the conflicts with destructive and constructive effects of digital technologies on the strategic management of enterprises. For this purpose, the literature was searched qualitatively, and a conceptual study was carried out. At the beginning of the chapter, strategic management literature was researched, and strategic management approaches and views were examined. In the next part, digital technologies in the Industry 4.0 ecosystem are explained. In the last part, digital technologies and their impacts in terms of strategic management approaches (position approach, resource-based approach, and complementing views of resources-based approach) have been examined.

In socio-technical transition theory, resistance by existing technology and regime resistance plays a key role. The resistance is in the form of intentional improvements; eventually, the regime destabilizes and adopts the new technology, referred to as the sailing-ship effect. Researchers used a structural view and examined it as a strategic action and its relationship with new technology (competitive/symbiotic) in non-fast-changing sailing systems. This study uses a microlevel view and examines it in a fast-changing where products/services are developed by integrating existing technology with new product innovations; their success depends on addressing technical/market uncertainty. This study examines the sailing-ship effect in a fast-changing system and contributes to the socio-technical transition theory.

The authors need to examine the phenomena of the sailing-ship effect in its setting, and a case-study method is appropriate. The selected case provided diverse analytic and heuristic perspectives to examine the phenomena; therefore, it was a single case study.

In an IT scenario, the strategic actions decide and realize agility and competitive advantage by formulating appropriate goals with required budgets and coevolutionary changes to resources at product, process and organizational levels, addressing technical/market uncertainty. Moreover, the agility displayed by strategic actions determines the relationship with new technology, which is interspersed. Finally, it provided insights into struggle, navigation and negotiations, forming strategic actions to display the sailing-ship effect.

The study selected a Banking Financial Services and Insurance product of an IT Services company. As start-ups exhibit inherent (emergent) agility, the authors can examine agility as a combination of emergent and strategic actions by selecting a start-up.

The study highlights the strategic actions specific to an IT services company. It developed its product and services by steering clear from IT innovations such as native cloud and continuous deployment. It improved its products/services with necessary organizational changes and achieved the desired agility and competitive advantage. Therefore, organizations devise appropriate strategic actions to combat the sailing-ship effect apart from setting goals and selecting IT innovations.

The study expands the socio-technical transition theory by selecting a fast-changing system. It provided insights into the relationship between existing and new technology and the strategic actions necessary to manage technical and market uncertainty and achieve the desired competitive advantage, or the sailing-ship effect.

The purpose of this paper is to describe an approach to information technology (IT) strategic planning for libraries and institutions of higher education.

The “why, what, and how” of IT strategic planning for libraries is explained, to show the efficacy and value of long‐term IT planning and budgeting. The organization, design, processes, templates, and methodologies of IT strategic planning practices that have been proven and constantly refined through projects with academic, public, and national libraries are described.

Principles described for IT strategic planning as a team‐based enterprise learning process apply as well to the design and conduct of major IT procurements, where the organization also seeks best value IT outcomes for the long term. The approach is scalable with respect to the human resources and time required (e.g. three months, six months); the design and steps of the process; the methodologies employed; and the number, design, format, components, and contents of internal working documents and the published report(s).

IT strategic planning educates the institution about choices and consequences, decides on technology priorities and investments, makes informed decisions with confidence, and delivers consensus‐based outcomes and stakeholders' buy‐in.

The rapid technological change of recent years has played a major role in changing the structure of established industries as well as creating new industries. It has elevated the management of technology into the arena of strategic issues. This paper reviews the work of authors who argue that technology management must be given a strategic role in the firm. It does not take issue with the general tenor of their views; but, it counsels caution on the grounds that a focus on technology supply may lead to a product orientation which subverts the influence of customer considerations in strategy making. The author argues for an approach to the strategic management of technology that integrates the technology supply and technology demand perspectives. Descriptive guidelines are developed for an integrative framework by means of which technology strategy can be formulated.

This paper aims to discuss the dynamic interactions among knowledge management, strategic foresight and emerging technologies, resulting in a framework that can help companies to shape these interactions for achieving positive outcomes.

This conceptual paper is based on prior literature streams, which were interrelated through an abductive research process. This iterative conceptualization approach led to the formation of testable propositions that advance the understanding on the interactions among knowledge management, strategic foresight and emerging technologies.

The framework demonstrates the existence of an actions cycle between strategic foresight and knowledge management through a constructivist perspective, where one can improve the other. These interactions can be useful both for the development of emerging technologies and for identifying these innovations in market that can be applied in companies. Hence, all these dynamic interactions do not point to a hegemonic relationship of one construct over the others, but for the value equality among them.

Although current literature points to the existence of relationships among knowledge management, strategic foresight and emerging technologies, the dynamism inherent in these interactions as well as their positive effects for companies’ results are not properly discussed. This paper fills such a gap and proposes directions for future research.