The links between technological and competitive strategies of business units (BUs) trying to achieve a competitive edge in the market have recently drawn a considerable amount of attention. Current research recognizes the strategic nature of technology itself and suggests that business managers have to understand their technological environments before they can gain any substantial competitive advantage. This study provides a structural framework for empirical research into the relationship between a business unit's technological strategy and its competitive strategy, in the context of its technological environment. Using the Profit Impact of Market Strategy (PIMS) Data Base, a sample of 3,336 business units in the U.S. and Canada are cross-classified into stable, fertile and turbulent technological environments and by the three stages (growth, mature and decline) of their product life-cycle. Analysis of variance is applied to a set of variables in an exploratory attempt to determine response patterns of five Technological Strategy variables (dependent variables) in each of six Strategic Configurations (independent variables). The research attempts to examine the links that emerge between Technological Strategy and Competitive Strategy variables, in the context of BUs' technological environment and stage of product life-cycle. The sample is divided into U.S. and Canadian business units to explore any significant differences in competitive positioning between the two countries.