An integrated strategy for launching a new product in the biotech industry

Azzone, Giovanni; Pozza, Ilaria Dalla

doi:10.1108/00251740310488269

Cited by 15 publications

(6 citation statements)

References 52 publications

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“…Exploration and exploitation alliances are particularly prevalent in the biotechnology industry (George et al ) and play a crucial role in the process of developing new products (Deeds and Hill ; Dowling and Helm ; Gerwin ; Gilsing and Nooteboomb ). It is very unlikely for a new venture to possess the necessary resources and capabilities to develop products entirely on their own (Amir‐Aslani and Negassi ; Azzone and Dalla Pozza ; Tucker, Friar, and Simpson ), due mainly to their liability of newness and relatively small size (Aldrich and Auster ; Stinchcombe ).…”

Section: Theory and Hypothesismentioning

confidence: 99%

Alliances and Survival of New Biopharmaceutical Ventures in the Wake of the Global Financial Crisis

Xia

Dimov²

2019

Journal of Small Business Management

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Engaging in exploration and exploitation is essential to business survival and performance. While firms manage exploration and exploitation alliances for the long‐term, how prepared are they for sudden shocks in the short‐term? We address this question in the context of a unique and opportune natural experiment associated with the 2008 financial crisis. Our analysis of 155 new biopharmaceutical ventures over a seven‐year period suggests that exploration alliances—with a long‐term orientation—make a firm more vulnerable to external shocks. In contrast, exploitation alliances as well as a balance between exploration and exploitation alliances—which underlie short‐term performance—enable the firm to sustain external shocks.

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Section: Theory and Hypothesismentioning

confidence: 99%

Alliances and Survival of New Biopharmaceutical Ventures in the Wake of the Global Financial Crisis

Xia

Dimov²

2019

Journal of Small Business Management

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“…Upon that time (referred to as the first passage time), the player can perform successful shooting [10]. This kind of research has been massively studied in the marketing area [11][12][13][14][15][16][17], but none of the research has studied mathematical approaches. Although the new mathematical game model in this paper is relatively restricted, this newly proposed model could be applied to various business decision making issues, especially strategic marketing decisions for new product launch.…”

Section: Introductionmentioning

confidence: 99%

A Versatile Stochastic Duel Game

Kim

2020

Mathematics

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This paper deals with a standard stochastic game model with a continuum of states under the duel-type setup. It newly proposes a hybrid model of game theory and the fluctuation process, which could be applied for various practical decision making situations. The unique theoretical stochastic game model is targeted to analyze a two-person duel-type game in the time domain. The parameters for strategic decisions including the moments of crossings, prior crossings, and the optimal number of iterations to get the highest winning chance are obtained by the compact closed joint functional. This paper also demonstrates the usage of a new time based stochastic game model by analyzing a conventional duel game model in the distance domain and briefly explains how to build strategies for an atypical business case to show how this theoretical model works.

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“…Thepharmaceutical sector has a well‐developed infrastructure for product commercialisation, controlled and managed by specialised traditional organizations (pharmacies, retail stores, hospitals, national health agencies). The newly‐developed SMBEs provide an alternative development cycle of new drugs in comparison to the already established channels controlled by large pharmaceutical corporations (Azzone and Pozza, 2003). Based on their specialised knowledge of genetic engineering techniques and on their high level of innovativeness, these firms have fragmented the traditional value‐added chain of the pharmaceutical industry (Truscheit, 1986).…”

Section: The Specific Context Of the Uk Biotechnology Sectormentioning

confidence: 99%

Academic entrepreneurship in UK biotechnology firms

Gurǎu

Dana²,

Lasch³

2012

Journal of Enterprising Communities: People and Places in the Global Economy

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PurposeThe purpose of this study is to attempt to provide an insight into the individual aspects of academic entrepreneurship, defining a series of entrepreneurial profiles and investigating the challenges associated with each specific role as well as their impact on firm's performance.Design/methodology/approachThe presented findings are based on the analysis of secondary and primary data. First, a series of articles and reports regarding academic entrepreneurship have been accessed in order to define the research framework. Second, primary data were collected through semi‐structured interviews conducted with 26 academic entrepreneurs working in UK biotech firms.FindingsThe analysis of data revealed that academics choose mainly three forms of academic entrepreneurship: founder‐manager of an entrepreneurial firm; project manager in an existing firm; or scientific advisor to the board of directors of one or several firms. In each of these three situations, the personal responsibilities, the level of implication and the performance impact of the academic entrepreneur are different.Research implications/limitationsFindings demonstrate a direct relation between the specific responsibilities associated with the three types of academic entrepreneurship and the scientific/research performance of the investigated firms. Unfortunately, the small sample does not permit generalizations at industry or national level. Future studies should, on one hand, increase the field of investigation, in order to develop reliable measurements of academic entrepreneurship performance; and, on the other hand, collect additional qualitative information using a case study approach.Practical implicationsThe findings may provide useful information for academic entrepreneurs working in the biotech sector, regarding the specific challenges and positioning of each entrepreneurial role, allowing them to take better professional decisions.Originality/valueThe study enriches the existing literature on academic entrepreneurship, expanding the definition and the profile of entrepreneurial roles to include also intrapreneurship activities in medium‐size or larger organizations.

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An integrated strategy for launching a new product in the biotech industry

Cited by 15 publications

References 52 publications

Alliances and Survival of New Biopharmaceutical Ventures in the Wake of the Global Financial Crisis

Alliances and Survival of New Biopharmaceutical Ventures in the Wake of the Global Financial Crisis

A Versatile Stochastic Duel Game

Academic entrepreneurship in UK biotechnology firms

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