| Abstract: | This paper investigates the impact of business strategy on technological interweavement. Based upon a sample of 451 manufacturing companies, five empirical business strategy types are identified with the help of a cluster analysis, namely the technological leader, the customer-focused developer, the cost leader, the specialiser and the dissipater. It is shown that these types differ significantly in regard to structure and intensity of their technological network. Furthermore, the findings show that there is no overall superior type of network, but that a network must match the business strategy. |
