Technology strategy development in Japanese industry: an assessment of market and government influences

Technovation ◽  
1990 ◽  
Vol 10 (5) ◽  
pp. 333-346 ◽  
Author(s):  
Michael M. Crow ◽  
Shrilata Nath
Keyword(s):  
Strategy Development ◽  
Technology Strategy ◽  
Japanese Industry

Business Technology Strategy for a

2010 ◽  
Vol 3 (3) ◽  
pp. 11-18
Author(s):  
Anne Wilms ◽  
Stephen J. Andriole
Keyword(s):  
Information Technology ◽  
21St Century ◽  
Business Strategy ◽  
Strategy Development ◽  
Technology Strategy ◽  
Operational Strategy ◽  
Strategy Versus ◽  
Specialty Chemicals ◽  
Technology Strategies ◽  
Business Technology

This paper focuses on the development of a business technology strategy for a large global specialty chemicals company. The requirement was to develop a strategy that aligned with the company’s business strategy, which is not an uncommon requirement for business technology strategies in the 21st century. The expectation was that information technology (IT) would cross the operation-to-strategic chasm and start to generate some significant ROI. The paper explores the elements of the “strategic strategy” (versus an “operational strategy”) as well as ongoing challenges to make both operational and strategic technology work. The authors illustrate a number of strategy development principles that students should internalize as they assess other cases and develop their own business technology strategies.

scholarly journals A MODEL OF TECHNOLOGY STRATEGY DEVELOPMENT FOR IRANIAN NANO‐COMPOSITE COMPANIES / TECHNOLOGIJOS STRATEGIJOS VYSTYMO MODELIS IRANO NANOKOMPOZITŲ KOMPANIJOSE

2010 ◽  
Vol 16 (1) ◽  
pp. 25-42 ◽  
Author(s):  
Sepehr Ghazinoory ◽  
Mahdieh Farazkish
Keyword(s):  
Dynamic Model ◽  
Developing Country ◽  
Dynamic Environments ◽  
Strategy Development ◽  
Technology Strategy ◽  
Nano Composite ◽  
Information Availability ◽  
Strategic Posture

In recent years, Iran's government has emphasized the development of nanotechnology‐based industry, so many Iranian companies have gravitated to this subject, or some new companies have established on nanotechnology fields such as nano‐composite products. Technology strategy (TS) is one of the most important aspects of any firm's strategic posture especially in dynamic environments; therefore this research is focused on adjusting a dynamic model of technology strategy development for Iranian nano‐composite companies’ conditions. This article spots four key environmental moderators (Iran as a developing country, high nanotechnology, nano‐composite companies, and information availability) which affect Chiesa's dynamic model for technology strategy, and investigates these moderators’ effects on the dynamic model's indicators. The results show that 22 indicators of Chiesa's model have changed for this case. Santrauka Pastaraisiais metais Irano vyriausybė pabrėžė nanotechnologijomis pagrįstos pramonės plėtros svarbą, todėl labai daug Irano kompanijų pradėjo orientuotis į šią sritį, susikūre naujų kompanijų, gaminančių nanokompozitų produktus. Technologijos strategija (TS) yra vienas svarbiausių bet kokios firmos strateginių aspektų, ypač dinamiškoje aplinkoje. Šiame straipsnyje bandoma sukurti dinaminį technologijos strategijos vystymo modelį Irano nanokompozitų kompanijoms. Straipsnyje atskleidžiami keturi pagrindiniai veiksniai (Iranas kaip besivystanti šalis, aukštoji nanotechnologija, nanokompozitų kompanijos, informacijos prieinamumas), kurie veikia Chiesa dinaminį technologijos strategijos vystymo modelį, ir tiria, kaip tie veiksniai daro įtaka dinaminio modelio rodikliams. Rezultatai rodo, kad 22 Chiesa modelio rodikliai buvo pakeisti.

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