Abstract
Two studies by Chinese researchers on technology strategy in industrial sectors in Tianjin in the People's Republic of China (PRC) are compared and assessed. One uses the UN ESCAP Technology Atlas framework for technology content assessment and applies it to the steel industry. The other uses Michael Porter's framework for competitive strategy analysis and applies it to the watch manufacturing industry. The methods are contrasted in terms of their state–planning and market origins and their different degrees of focus on technology. The studies showed the applicability of both methods in the Chinese context, but also point to the need for modifications. It is concluded that with the dualistic character of economic reform in the PRC there is potential for a synthesis and adaptation of the two methods for application at the regional level.
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