Technology enterprises contribute significantly to raising national competitiveness, productivity and efficiency. Previous research indicates that a key part of a technology strategy is the interaction of that strategy with the venture's external environment. Exploratory, comparative and correlation and regression analysis were conducted to test hypothesized relationships. The sample was based on a previous conceptualization of early-stage technology enterprises (n = 165). No significant associations between strategies and the perceived environment were detected. The findings reveal that environmental dynamism and hostility affect the competitive strategic stance of only those firms that have been in existence for three to seven years and that have more than 50 employees.
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