This paper presents an empirically grounded study of the linkages between competitive strategy and manufacturing technology for 20 small manufacturers. It identifies the nature of strategy-technology linkages, the process by which the two align, the market and customer forces driving this alignment, and the consequences of failing to adopt appropriate new technologies. The paper proposes five propositions which are developed into a dynamic stratem-technology linkage model.

This paper explores the relationship between the timing and usage of process innovation and a firm's competitive business strategy. A study of 104 foundries that adopted Automatic Flaskless Matchplate Molding (AFMM) showed that the decision to adopt was significantly related to strategies of product specialization, value‐added, and customer focus, but not to low‐cost leadership. Finns with divergent competitive strategies adopted the innovation, but used it differently to reach their varying goals.

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