Technology strategy and competitive performance: A study of bridge construction

Pragmatic construction industry professionals, accustomed to intense price competition and focused on the bottom line, have difficulty in justifying investments in advanced technology. Both researchers and industry professionals need improved analysis tools and understanding of how technology affects results. This exploratory research sought an answer to the question "Does Technology Strategy Matter?" The technology strategy framework developed in this research provides a powerful analysis tool allowing researchers and managers to evaluate the technology strategy of firms. Five dimensions were synthesized from the background literature and operationalized for use in this research. They were: competitive positioning, sourcing of technology, scope of technology strategy, depth of technology strategy, and organizational fit. Detailed rationale for selection of these dimensions and a series of 29 measures that make up the five dimensions is provided along with guidelines for use. Researchers can use the measurement framework to provide a structured mechanism to investigate and understand technology strategy; industry professionals can use it to better define priorities and evaluate alternative approaches to technology. Exploring relationships between technology strategy and competitive performance required creating and testing comparative indicators for the competitive performance of privately-held construction firms. This research provides researchers and managers with a series of competitive performance benchmarks. Additionally, this research collects and distills considerable information regarding the market and technical characteristics of the California bridge construction industry. It discusses appropriate technology strategy for industry niches and the formation of technology strategies in construction firms. Links with business strategy were also examined. Finally, this investigation provides a foundation for future investigation of advancing construction technology. The results suggest that technology strategy does matter. It demonstrates positive associations between technology strategy and competitive performance, providing a level of specificity not before seen in the technology strategy literature, and making an original contribution to understanding technology strategy in construction.