The relationship between new technologies and strategic activities

Jim Lawlor, Donncha Kavanagh

Research output: Contribution to journalArticlepeer-review

5 Citations (Scopus)

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.

Original languageEnglish
Pages (from-to)587-598
Number of pages12
JournalTechnology Analysis and Strategic Management
Volume21
Issue number5
DOIs
Publication statusPublished - 2009

Keywords

  • New technology
  • Stent industry
  • Strategy

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