The author examines particularly decisions identifying new product technologies for future growth and survival. He focuses on whether the new technology in the multi-product multi-market organization should be developed internally or acquired externally, who participates at the top level in new technology decisions, the background of these executives, and the extent of their involvement in decision and resource allocation. A pilot study precedes case studies of thirteen multi-product multi-market companies, including personal interviews with senior corporate executives. Analysis of the data produced a model classifying these firms into three major categories reflecting their management's approach to dealing with strategic decisions, technology leaders, technology followers, and financially oriented firms.
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