Strategic Use of Technology

Morone, Joseph G.

doi:10.2307/41166584

Cited by 85 publications

(54 citation statements)

References 7 publications

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“…Formal strategic planning without consideration of informal activities and operational capabilities is destined to result only in a formal document [26]. And resources alone do not automatically translate into advantage without some form of coherent technology policy that links strategy with capability [28,31,37,48].…”

Section: Introductionmentioning

confidence: 99%

Planning and firm performance: effects of multiple planning activities and technology policy

Shrader¹,

Chacko²,

Herrmann³

et al. 2004

IJMDM

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Our concern in this paper is a longstanding one in the field of strategic management-the effect of strategic planning on firm performance. However, we argue that strategic planning is best examined in context of both its formal and informal aspects, as well as with operational planning and technology policy. From a survey of 150 manufacturing firms, planning and performance data were obtained from top managers. Our results provided support for the general argument that both formal and informal planning pay, and that both operational planning and technology policy have significant associations with firm performance. Our concern in this paper is a longstanding one in the field of strategic management-the effect of strategic planning on firm performance. However, we argue that strategic planning is best examined in context of both its formal and informal aspects, as well as with operational planning and technology policy. From a survey of 150 manufacturing firms, planning and performance data were obtained from top managers. Our results provided support for the general argument that both formal and informal planning pay, and that both operational planning and technology policy have significant associations with firm performance.

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Section: Introductionmentioning

confidence: 99%

Planning and firm performance: effects of multiple planning activities and technology policy

Shrader¹,

Chacko²,

Herrmann³

et al. 2004

IJMDM

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“…As knowledge and technology provides opportunity of competitive advantage decision makers should consider it in setting strategy [11].…”

Section: Knowledge and Technology: A Key To Scamentioning

confidence: 99%

How to Apply Sustainable Competitive Advantage for Regional Developments (Case: Ostrobothnia Region of Finland)

Takala¹,

Shylina²,

Tilabi³

2014

Management and Production Engineering Review

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Nowadays companies concern more about how to survive and extend their own business in future in their current marketplace. However, developing and prospering a region of the country is becoming more crucial question. Successful cooperation and partnership between different sectors of economy (for instance, between companies, public and academic sectors) leads to the flourishing and prosperity of the region and consequently of a country. European Commission established smart specialization platform, which is a strategic approach to economic development of a region. By defining and developing of vision, competitive advantages and strategic preferences, region will determine knowledge-based potential. The purpose of this paper is to assign and define the collaboration/relations existed, how strong these relations are and what the expectations are between 3 sectors of economy: public, academic and business. Area of carrying out this research is Ostrobothnia region, however, connections in other regions of Finland and internationally is also presented. There have been chosen 3 industrial peaks from Ostrobothnia region: Energy, Fur and Boat industrial peaks. Analysis is conducted by implementing two core methods: Sense & Respond (S&R) and Sustainable Competitive Advantage (SCA). The goal of this research is also to use S&R method so as to allocate efficiently resources, and to define competitive priorities in cooperation. The main results show that the most tight collaboration and partnership is observed between companies and companies in all around Finland and internationally. While concerning other relationships, companies expect to have tighter cooperation especially in Ostrobothnia and other regions of Finland.

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“…According to Morone (1989), the technology creates strategic opportunities; the innovative companies recognize these opportunities and build corporate strategy around them. Then, one can state that the strategy creates the technological needs.…”

Section: Technological Strategymentioning

confidence: 99%

Analysis of technological innovation strategy for small and medium companies of the aeronautical sector

Moraes¹,

Melo²,

Oliveira³

et al. 2010

JATM

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Strategic Use of Technology

Cited by 85 publications

References 7 publications

Planning and firm performance: effects of multiple planning activities and technology policy

Planning and firm performance: effects of multiple planning activities and technology policy

How to Apply Sustainable Competitive Advantage for Regional Developments (Case: Ostrobothnia Region of Finland)

Analysis of technological innovation strategy for small and medium companies of the aeronautical sector

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