文档介绍：Enterprise and Innovation Management Studies, Vol. 2, No. 3, 2001, 205–223
Organizational Performance of Technology-Based
Firms – the Role of Technology and Business
Strategies
ALEXANDRE CHAMANSKI and SIGMUND J. WAAGØ
Abstract The primary aim of this paper is to anizational ess of
technology-based rms. The novelty of the study is that it mines the relationship between
organizational ess and the strategies with regard to the age, development phase, and
core business of the rm. Having analysed a sample of 115 Norwegian technology-based
rms, signi cant links were found between the rm’s strategy anizational ess.
The analysis demonstrated that the strength of association between different strategic
dimensions anizational ess varies with the rm age, through the rm lifecycle,
and from industry to industry. A relationship between several dimensions of the technology
and business strategies was also found. It is therefore reasonable to assume that a proper
combination of the technology and business strategies, rather than each of them taken
along, is an important factor of essful performance of technology-based rms. Finally,
two alternative measures anizational performance were used in the study and a
signi cant difference between them was discovered. The subjective measure in contrast to the
objective tends to lower, even, dramatize the effects of technology strategy and favour those
of business strategy.
Key words: Organizational ess; Technology-based rms; Technology strategy.
1. Introduction
An interest in the development of technology-based rms is steadily growing
amongst politicians and academics. Recognizing their importance for development
of new, knowledge-based industries, technological innovations, and technology
transfer from research institutions to industry, new job and wealth creation
(Oakey, 1991; Jones-Evans and Westhead, 1996; Rickne and Jacobsson, 1996;
Autio, 1997), politicians increasingly wish to support and