Performance implications of strategy‐technology connections: an empirical examination

Abstract

Purpose

The purpose of this paper is to test the positive effect of strategy‐technology integration on performance in comparison with the impact of other types of strategies.

Design/methodology/approach

General conclusions are drawn and strategic implications derived from a survey of 355 UK manufacturing companies which had expressed interest in the introduction of new computer‐based technology.

Findings

It was found that the companies with strategy‐technology integration showed better financial and operational performance. Strategies of technology leadership and market orientation were also associated with enhanced financial performance. However, a number of organisational conditions were found to be necessary for the pursuit of these strategies.

Research limitations/implications

Further research is needed to examine the process and structure in which strategy technology can be better integrated.

Practical implications

Firms should strive to achieve strategy‐technology integration to maximise the benefits of adopting new technologies.

Originality/value

The empirical research presented in this paper fills a gap in the existing literature.

Citation

Liu, H. and Barrar, P. (2009), "Performance implications of strategy‐technology connections: an empirical examination", Journal of Manufacturing Technology Management, Vol. 20 No. 1, pp. 52-73. https://doi.org/10.1108/17410380910925406