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Strategic Technology Management in a Mid‐corporate Firm: the Case of Otter Controls

Strategic Technology Management in a Mid‐corporate Firm: the Case of Otter Controls This paper examines strategic technology management in the mid‐corporate sector (firms with a turnover between £1 million and £130 million). There is a considerable literature which emphasizes the importance of linking technology and strategy, but this concentrates primarily on the activities of large firms. It is suggested that smaller firms can also benefit from a more strategic approach to technology management and this could help strengthen an area of weakness in the UK economy. The research is based on an in‐depth case study of Otter Controls and utilizes a framework developed by Dodgson and Rothwell to analyse the firm's acquisition of new technologies. It is suggested that this model has utility in examining strategic technology management but the addition of a network perspective helps delineate the ways in which external relationships are established and sustained. The data indicate that universities can be useful sources of technology for smaller firms, but successful transfer is dependent on management skill in creating a culture that is open and flexible. Such firms do have considerable problems in assessing the skills and competences of university departments and this adds to the risks of technology alliances. There is also evidence to suggest that even universities with long‐standing industrial links lack awareness of the problems associated with management in commercial organizations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

Strategic Technology Management in a Mid‐corporate Firm: the Case of Otter Controls

Jones, Oswald; Smith, David
Journal of Management Studies , Volume 34 (4) – Jul 1, 1997
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Publisher
Wiley
Copyright
Blackwell Publishers Ltd 1997
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/1467-6486.00061
Publisher site
See Article on Publisher Site

Abstract

This paper examines strategic technology management in the mid‐corporate sector (firms with a turnover between £1 million and £130 million). There is a considerable literature which emphasizes the importance of linking technology and strategy, but this concentrates primarily on the activities of large firms. It is suggested that smaller firms can also benefit from a more strategic approach to technology management and this could help strengthen an area of weakness in the UK economy. The research is based on an in‐depth case study of Otter Controls and utilizes a framework developed by Dodgson and Rothwell to analyse the firm's acquisition of new technologies. It is suggested that this model has utility in examining strategic technology management but the addition of a network perspective helps delineate the ways in which external relationships are established and sustained. The data indicate that universities can be useful sources of technology for smaller firms, but successful transfer is dependent on management skill in creating a culture that is open and flexible. Such firms do have considerable problems in assessing the skills and competences of university departments and this adds to the risks of technology alliances. There is also evidence to suggest that even universities with long‐standing industrial links lack awareness of the problems associated with management in commercial organizations.

Journal

Journal of Management Studies – Wiley

Published: Jul 1, 1997

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