The relationship between new technologies and strategic activities

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Title: The relationship between new technologies and strategic activities
Authors: Lawlor, JimKavanagh, Donncha
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Date: 2009
Online since: 2014-08-07T10:52:57Z
Abstract: While 'new technology' and 'strategy' are pervasive and foundational to this journal's inquiry, each term is filled with ambiguity. This paper seeks to extend our understanding by developing a model relating technology to strategy. The model is a two-by-two frame based on the distinction between 'planned' vs 'emergent' strategy and 'latent' vs 'sensible' technology. The frame generates four distinct domains that we label 'development', 'capitalisation', 'creation' and 'cultivation'. The paper then considers the 'creation' quadrant through a case history of the stent industry. This case indicates that (a) new technologies lack the 'revolutionary' characteristic with which they are normally associated; (b) that the courthouse rather than the marketplace is an important if not primary domain where new technology firms compete; and (c) that new technology firms are much more aggressive when interacting with other new technology firms than they are with firms from the existing industry.
Type of material: Journal Article
Publisher: Taylor and Francis (Routledge)
Journal: Technology Analysis and Strategic Management
Volume: 21
Issue: 5
Start page: 587
End page: 598
Copyright (published version): 2009 Taylor and Francis
Keywords: New technologyStrategyStent industry
DOI: 10.1080/09537320902969117
Language: en
Status of Item: Peer reviewed
Appears in Collections:Business Research Collection

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