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Aims to provide a model of technology strategy, which shows how firms can strategically plan for and adopt new information technology. The critical issue in managing technology strategy is to assess the role which it can play in enhancing the firm′s competitive position through improving its value activities, which can provide sustainable competitive advantage to the adopting firm and its business partners. Utilizes the competitive strategy paradigm of technology strategy to explore the strategic impact of electronic data interchange (EDI) technology using the global air express industry as an example. This industry provides an appropriate example for applying the paradigm because firms competing in global markets must successfully address many of those problems which are facing global air express firms. Other industries can learn from the experience of air express firms′ use of technology to improve their competitive performance.

Some small and medium‐sized enterprises (SMEs) in the Thai food industry put a lot of effort into keeping up with changes of consumption patterns locally and in the South East Asia region. To see how successfully they are able to create competitive advantage, aims to examine the impact of environmental scanning practices on new product development (NPD) outcomes among SMEs in the Thai food industry. The technology strategy of the company influences how much it uses environmental scanning, and technology turbulence can play a role in exactly how critical is good knowledge of the external environment.

Qualitative research was conducted using semi‐structured in‐depth interviews with food experts and SME owners.

Results suggest that SMEs that practice environmental scanning are better able to develop appropriate new food products. Technology strategy plays a role in how much scanning they use, with a more proactive technology strategy requiring more extensive scanning. Environmental turbulence, including changes in technology, can cause failure in NPD if scanning does not keep companies aware of the situation.

A simple conceptual model is proposed to show how technology strategy, technological turbulence, and environmental scanning affect NPD performance.

A firm will seek an optimal balance between internal R&D and technology outsourcing when formulating its innovation strategy. This paper aims to provide a review of the determinants of firm's innovation strategy, and performs an empirical study on a sample from Chinese high‐tech industry, with the purpose of identifying two aspects of the issue: the choice patterns of Chinese firms over innovation strategy, and the innovation effect elasticity of different strategies.

The development of a multiple regression model supported by data from industry level and a statistic analysis.

Outsourcing is the major innovation strategy adopted by most Chinese high‐tech firms, especially technology import, which implies the imperfection of Chinese innovation service system. The empirical analysis also indicates the insufficiency of internal R&D expenditure and the weakness of absorptive capacity in Chinese high‐tech firms. Although, Chinese high‐tech firms prefer the outsourcing strategy in their innovation, the contribution of outsourcing is much smaller than that of internal R&D. When expenditures are increased by the same rate, the innovation output form internal R&D is twice the output of outsourcing. For improving Chinese firms' innovation efficiency, the reform of innovation service system is needed on the macro‐level, while on the micro‐level, it calls for firms to readjust their innovation strategy portfolio.

This paper will make up for the deficiency in current researches on innovation, which often apply firm samples in developed countries, and lack evidences from firm samples in developing countries. In addition, it will provide the decision‐making basis for Chinese Government's current actions in constructing and improving China's innovation service system.

Scholars have widely asserted that a firm’s manufacturing technologies must be aligned with its competitive strategy. This study tests the existence of such a strategy‐technology “fit”, determines whether good fit results in better performance, and examines the nature of fit in light of computer controlled or “advanced manufacturing technologies”. For a sample of 399 metal machining firms, a strategy‐technology alignment was found to exist and relate to higher financial performance. Advanced manufacturing technologies were found to both reinforce and alter conventional thinking about the flexibility‐efficiency tradeoff. Specific technologies were found to be uniquely bundled or combined to support specific competitive requirements.

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 sets out to review the literature of technology strategy, competitive advantage and sustainability of international business, in particular, the contribution that the enactment of technology strategy can make toward the effective implementation of business sustainability in the post-recession. It examines what kind of role technology strategy plays in Chinese business and how business sustainability could be leveraged through the implementation of appropriate technology strategy. This paper attempts to address various crucial issues in the establishment of a proper technology strategy for the sustainability of the business in the global market place based upon case study of five vanguard Chinese companies.

This exploratory study primarily adapts a qualitative multiple-case-study method which attempts to understand how Chinese firms perceive the role of technology strategy in their business, to capture the practical terms and concepts underpinning technology strategy and sustainability, and to allow us to have an analysis of the relationship between technology strategy and sustainability of business. Finally, ten propositions concerning “technology strategy and sustainability of business” are to be developed and verified along the theoretical development of the paper and examination of five cases. The nature of the study results that the paper applies qualitative method with a multiple-case-study approach, including Geely, Haier, TCL, Huawei and Lenovo.

This paper addresses the crucial issues – management of technology as basic function in international business and the close relationship between technology strategy and business sustainability. It showcases the Chinese business paradigm from “imitation to innovation” of how Chinese hi-tech firms built their core competence. This study provides fresh insights for multinational companies in creating competitive advantage through designing an appropriate technology strategy.

Theoretically this research fills the gap of an area of technology management which has been rarely touched. This will have strong implication not only to Chinese companies but also non-Chinese multinational companies.

The purpose of this paper is to conceptualize a learning‐based technology strategy along three dimensions: proactive technology posture, process adaptation and experimentation, and collaborative technology sourcing; also to investigate their relationships with plant competitiveness (cost, quality, delivery, flexibility, and innovation).

Hypothesized relationships are tested from three perspectives – direct effects perspective, co‐alignment perspective, and mediation perspective – using structural equation modeling with an international dataset.

Results show that although the three dimensions of learning‐based technology strategy are not individually related to plant competitiveness (direct effects perspective), their co‐alignment strongly impacts plant competitiveness (co‐alignment perspective). Furthermore, this co‐alignment creates an environment in which employee suggestion and feedback can help make sense of novel situations, leading to superior plant competitiveness (mediation perspective).

Many plants develop some aspects of a learning‐based technology strategy while paying little or no attention to the rest. As the findings of the present study show, such an approach will contribute very little to achieving competitive advantage in the marketplace. More specifically, it is shown that three dimensions of learning‐based technology strategy, when used together, have a significant effect on plant competitiveness. Additionally, it is shown that employee suggestions for improvements drive a learning‐based approach to technology strategy. Therefore, managers should adopt a comprehensive approach to technology strategy using all three dimensions and engage their employees in the process of technology development and improvement.

The literature has stressed the need for proactive technology posture, process adaptation and experimentation, and collaborative technology sourcing to gain competitive advantage. However, little is known about their mutual interdependence and their combined impact on plant competitiveness. This paper attempts to fill in this gap in the literature.

The successful placing of long‐range technology planning decisions in the context of overall corporate strategic planning requires a mechanism for synthesizing R&D strategy and business strategy. This article argues that formalized technology forecasting has an important operational role to play in achieving the synthesis. Descriptive guidelines for an integrative framework are developed on the basis of a literature review and the author′s technology forecasting work which has been conducted to help devise long‐term research strategy in the offshore industry. Several factors are discussed which are considered to have an important integrative role. Technology forecasting is discussed with respect to these factors and the influence they have on the planning process.

The purpose of this paper is to examine organizational project management (OPM) as an integrative mechanism to mediate marketing and technology strategies for innovative performance. In addition, the moderating effects of firm size and turbulence on the relationships between marketing strategy, technology strategy, OPM, and innovative performance are examined.

The authors used empirical data derived from a survey of 5,000 firms worldwide in fast‐paced R&D intensive sectors. Respondents were typically chief technology officers or senior R&D managers. Fisher test and moderated regression analysis were applied on 715 usable questionnaires.

Evidence is found that OPM has a positive effect on innovative performance; and intervenes in the relationship between both strategies and innovative performance. The results also show some moderating effects of turbulence.

Marketing and technology strategies impact innovative performance, but part of this influence is established through OPM. Thus, OPM appears to be a good vehicle to translate strategies into concrete results. Project management can no longer be viewed as just a tool. Instead, OPM should be viewed as a decentralized, distributed function that is not innovative as such, but which supports innovation.

To date, the research has not explored OPM as an alternative whereby firms can integrate marketing and technology strategies to drive innovative performance, even if the firm's ability to generate a stream of innovations has become increasingly important. Therefore, probing the OPM links become an interesting search.

This paper describes a process that integrates business, technology and intellectual capital strategy to identify and exploit business opportunities. It then discusses how business, technology and intellectual capital strategy are linked. The authors introduce a competitive strategy process (or model) which they call Strategy Integration Analysis (SIA). Two examples of the application of SIA by two different technology‐based firms are provided which emphasize the intellectual capital and technology aspects.