Technology strategy and competitive performance in bridge construction

被引:24
作者
Hampson, K
Tatum, CB
机构
[1] School of Constr. Mgmt., Queensland Univ. of Technol., Brisbane, QLD 4000
[2] Dept. of Civ. Engrg., Stanford Univ., Stanford
来源
JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT-ASCE | 1997年 / 123卷 / 02期
关键词
D O I
10.1061/(ASCE)0733-9364(1997)123:2(153)
中图分类号
TU [建筑科学];
学科分类号
0813 ;
摘要
Pragmatic construction professionals, accustomed to intense price competition and focused on the bottom line, have difficulty justifying investments in advanced technology. Researchers and industry professionals need improved tools to analyze how technology affects the performance of the firm. This paper reports the results of research to begin answering the question, ''does technology matter?'' The researchers developed a set of five dimensions for technology strategy, collected information regarding these dimensions along with four measures of competitive performance in five bridge construction firms, and analyzed the information to identify relationships between technology strategy and competitive performance. Three technology strategy dimensions-competitive positioning, depth of technology strategy and organizational fit-showed particularly strong correlations with the competitive performance indicators of absolute growth in contract awards and contract award value per technical employee. These findings indicate that technology does matter. The research also provides ways to analyze options for approaching technology and ways to relate technology to competitive performance for use by managers. It also provides a valuable set of research measures for technology strategy.
引用
收藏
页码:153 / 161
页数:9
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