Technology's varying impact on the success of strategic business units within the miles and snow typology

Abstract

The high-tech industry is usually treated as an homogeneous entity, without differentiating between organizations according to the relative importance of technology in their business strategy. This paper investigates the varying impact of technology on the success of strategic birsiness units within the Miles and Snow typology. Although common wisdom might lead to the conclusion that prospectors are more dependent on technological progress than the other strategic types, the results show rather that the influence is greater and more fruitful for the defenders both in the short and the long term.

The impact of knowledge management and strategy configuration coherence on SME performance

“…The firms in Group 1 rely more on organizational resources than firms in Group 2, especially information and employee management systems, which are prerequisite to support coordination and promote entrepreneurship (Miles and Snow 1984). They rely even more on technological resources, precursors of innovation (Dvir et al 1993). Coherently with the above mentioned results, the firms in Group 1 put higher emphasis than firms in Group 2 on human resource management activities and on infrastructure-aimed at the overall coordination-and technology development activities-which are crucial since firms in Group 1 are active in relatively less mature industries and therefore with higher innovation potential.…”

The contingent influence of organizational capabilities on proactive environmental strategy in the service sector: An analysis of North American and European ski resorts

“…2 Firms with a strategic proactivity capability develop processes and routines to recognize ideas in order to actively seize and capitalize on new opportunities rather than merely react to change. This involves the early identifi cation of new opportunities for technological leadership (Dvir, Segev, & Shenhar, 1993), the facilitation of speedy response, and the adoption of organizational structures and processes that reduce uncertainty in managing strategic issues (Veliyath & Shortell, 1993).…”

BUSINESS STRATEGIES OF FAMILY SMEs IN VICTORIA CITY, TAMAULIPAS-MEXICO

“…El argumento que sustenta esta afirmación es el gran número de trabajos científicos (Zahra y Pearce II, 1990;Dvir, Segev y Shenhar, 1993;Hambrick, 1982;Hambrick, 1983c;Conan, Mokwa y Varadarajan, 1990;Shortell y Zajac, 1990;Segev y Weber, 1991;Beekum y Ginn, 1993;Veliyath y Shortell, 1993;Aragón, 1996;y Sánchez, Zerón y Mendoza, 2014) que como puede comprobarse basan, en mayor o menor grado, su desarrollo en dicha propuesta de la clasificación de la estrategia empresarial.…”