Performance implications of strategy-technology connections: An empirical examination

Purpose - The purpose of this paper is to test the positive effect of strategy-technology integration on performance in comparison with the impact of other types of strategies. Design/methodology/approach General conclusions are drawn and strategic implications derived from a survey of 355 UK manufacturing companies which had expressed interest in the introduction of new computer-based technology. Findings It was found that the companies with strategy-technology integration showed better financial and operational performance. Strategies of technology leadership and market orientation were also associated with enhanced financial performance. However, a number of organisational conditions were found to be necessary for the pursuit of these strategies. Research limitations/implications Further research is needed to examine the process and structure in which strategy technology can be better integrated. Practical implications Firms should strive to achieve strategy-technology integration to maximise the benefits of adopting new technologies. Originality/value - The empirical research presented in this paper fills a gap in the existing literature. © Emerald Group Publishing Limited.