Scientific foundation, organization structure, and performance of biotechnology and pharmaceutical firms

Watts, Allison D.; Hamilton, R. D.

doi:10.1016/j.hitech.2011.09.001

Cited by 7 publications

(6 citation statements)

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“…Based on the results, marketing intensity showed a considerable contribution to a firm's innovation performance, because when a pharmaceutical company invests more in marketing activities, it can perform more precise and comprehensive market research which helps the company to understand market needs faster than its competitors. Watts AD found that the age of biotechnology firms was positively related to innovation profitability while this was not approved for pharmaceutical companies 38 . Our results showed that the age of both categories of firms, i.e.…”

Section: Discussionmentioning

confidence: 99%

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2018

IJPSR

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Now a day's establishing and sustaining competitive advantage depends on the effective development of Knowledge Absorptive Capacity (KAC) and innovations. This study evaluated the role of prior technical experiences in developing firm's absorptive capacity and the contribution of this type of capacity to the firm's innovation performance. In this study we designed a questionnaire to assess firms' KAC and innovation performance. First, the validity and reliability of the questionnaire were assessed. The data were collected from owners/managing directors or research and development managers of 20 Iranian pharmaceutical and biopharmaceutical companies. The following variables were measured: industrial and technical experiences of owners/managing directors and the members of research and development teams, KAC, innovation performance indices and control variables. The questionnaire had appropriate validity and reliability. The findings indicated that the breadth and the depth of the owner's/managing director's industrial experiences properly reflected KAC of a pharmaceutical company. In turn, the present research showed that the absorptive capacity of a firm could affect its innovation performance. Organizational strategic regeneration and innovation depends on two critical sources: learning at the organizational and individual levels. KAC plays a critical role in pharmaceutical company's innovation outputs. INTRODUCTION: The concept of absorptive capacity has received much attention in academic literature 1, 2 .

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Section: Discussionmentioning

confidence: 99%

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2018

IJPSR

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“…First, this study expands our understanding of technology firms on the basis of the firm's scientific foundation. Although previous business research has focused on both organizational forms and knowledge building (Watts and Hamilton, ), differentiation by the firm's dominant science foundation may be the link that knowledge‐driven studies need to advance the understanding of high‐technology firms. Second, a greater understanding of what types of NPIs we can expect from different types of firms is advanced.…”

Section: Technology and Knowledgementioning

confidence: 99%

“…New product information for the pharmaceutical industry was collected from the FDA's ‘Orange Book’, which lists all prescription and OTC drugs approved in any given year. A search of each company's name yielded a list of products approved in the 5 years from 2000 through 2004 (Watts and Hamilton, ).…”

Section: Data and Testingmentioning

confidence: 99%

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Scientific foundation, patents, and new product introductions of biotechnology and pharmaceutical firms

Watts

Hamilton

2013

R & D Management

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Absorptive capacity (ACAP) has long been used in the research of technology firms as an indication of knowledge acquisition. This paper links knowledge input using new product introductions (NPI), to commercial output, addressing one of the key criticisms of research and development expenditures as a measure of an organization's effort. We propose that firms with a strong basic science foundation such as biology and chemistry seek to advance their scientific knowledge in addition to developing and selling innovative products. In contrast, corporations with a more applied focus forego fundamental scientific advancement and concentrate their actions on the development of innovative products. Results from a sample of 487 firms over a 10-year period indicated that firms with an applied science foundation had greater numbers of NPIs, both breakthrough and innovative, suggesting that a solutions-based approach had greater value in terms of innovative output. The pursuit of science may build knowledge, but a clear link between increased ACAP and innovative output was not found. Our results also suggest that basic science firms have a positive relationship with both breakthrough and incremental NPIs using merger and acquisition activities. Applied science firms found university alliances useful in generating NPIs.

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“…Consequently, several dedicated productive structuresfor example patent-protected drugs -are losing their sheen as branded drugs lose their patent exclusivity and face increasing competition from generics. So far, literature has widely analysed the pharmaceutical and biotechnology industry under a number of different perspectives, such as the resource-based view [1][2], the knowledge-based view [3][4][5], strategic groups formation [6][7][8], innovation propensity and firm profitability (recent studies have empirically tested the influence of a group of innovation related variables on company performance, with findings suggesting a positive relationship between the two) [9][10][11][12], inter-organizational collaboration and learning effects [13][14][15][16], vertical integration and collaborative agreements [3][4], outsourcing [17][18][19], alliance formation [20] and network perspectives [13][14][15]21]. The pharmaceutical industry has, indeed, seen a deep transformation in recent years; in terms of the geographical concentration of the R&D and commercial activities, increased regulatory controls and technological complexity and expanding disease targets and cost containment policies.…”

Section: Introductionmentioning

confidence: 99%

Innovative Business Models in the Pharmaceutical Industry: A Case on Exploiting Value Networks to Stay Competitive

Capo

Brunetta

Boccardelli

2014

International Journal of Engineering Business Management

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The search to find a more efficient and effective way of managing processes, while maintaining the integrity of research and manufacturing activities, has led pharmaceutical firms, and other actors of the renewed pharmaceutical supply chain, to modify their own business models. This article aims to emphasize this dimension, highlighting, via the observation of a network of firms operating at different stages of the pharmaceutical supply chain, how business models have succeeded in complementing each other and in originating a value creation network.

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Scientific foundation, organization structure, and performance of biotechnology and pharmaceutical firms

Cited by 7 publications

References 82 publications

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Scientific foundation, patents, and new product introductions of biotechnology and pharmaceutical firms

Innovative Business Models in the Pharmaceutical Industry: A Case on Exploiting Value Networks to Stay Competitive

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