Technology acquisition strategy in an internationally competitive environment |
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| Institution: | 1. Dell Computers, Inc., Austin, TX, USA;2. School of Business Administration, The College of William and Mary, Williamsburg, VA 23187, USA;1. School of Business Studies, Sharda University, Greater Noida, India;2. Center for Management Studies, Jamia Millia Islamia University, Jamia Nagar, India;1. Department of Global Ecology, Carnegie Institution for Science, Stanford, CA 94305, USA;2. Now at Department of Civil, Construction, and Environmental Engineering, North Carolina State University, Raleigh, NC 27695, USA;3. School of Sustainable Engineering & the Built Environment, Arizona State University, Tempe, AZ 85287, USA;4. Department of Food, Agricultural and Biological Engineering, The Ohio State University, Columbus, OH 43210, USA;5. Lilly Center for Lakes & Streams, Grace College, Winona Lake, IN 46590, USA;6. School for Environment and Sustainability, University of Michigan, Ann Arbor, MI 48104, USA;1. Department of Biomedical Sciences, Ross University School of Veterinary Medicine, Saint Kitts and Nevis;2. Behavioural Science Foundation, Estridge Estate, Saint Kitts and Nevis;3. Gribbles Veterinary Pathology, Christchurch, New Zealand;1. Department of Psychiatry, University of Florida College of Medicine, United States;2. Department of Neuroscience, University of Florida College of Medicine, United States;3. Department of Psychology, University of Florida, United States;4. Center for Addiction Research and Education, University of Florida, United States;1. University of Illinois at Chicago, Managerial Studies Department, MC 243, 601 South Morgan Street, Chicago, IL 60607, USA;2. Illinois Institute of Technology, 3300 S Federal St., Chicago, IL 60616, USA |
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| Abstract: | This research empirically examines the technology strategies of multinational firms operating in the US market. The findings suggest that external reliance on product and process technologies has a negative impact on firm success. Furthermore, geographic distance between key activities moderates the role of technology strategy on international firm success. Also, the complementary assets, dominance of the product design, and the degree of appropriability have a direct impact on firm performance. |
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