ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1994.tb00885.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

AbstractDrug regulation and pricing have put strong pressure on the cost‐benefit ratio of the innovative pharmaceutical industry. Therefore a study has been conducted in fourteen large and medium sized companies to determine some important organisational and managerial factors influencing success in pharmaceutical innovation. The study consists of structured interviews with Research Directors and questionnaires, submitted to the heads of the different research departments. The following conclusions are tentatively drawn. Firstly, the data suggest that a threshold investment of approximately $150–200 million is needed to maintain the innovative potential. Above approximately $750 million, ‘economies of scale’ seem to appear in pharmaceutical innovation. Secondly, an incremental strategy aimed at reducing the duration of the development process seems to be more successful than a radical strategy which lays more emphasis on discovery. Thirdly, pure play pharmaceuticals seem to be more successful than the pharmaceutical divisions of conglomerates. Management control, especially the way in which reorganisations are performed, is assessed more positively in pure play pharmaceuticals. Fourthly, the greater emphasis on human resources management in Anglo‐American companies, in comparison to continental European companies, seems to be an important explanatory factor for their greater success on the pharmaceutic

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1994.tb00886.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

AbstractScreening criteria for selecting energy R&D projects are discussed and applied to a dozen projects currently underway. The impact on energy balance and environmental quality cannot be seen as the only, nor even the dominating, attribute. In the cases studied, the R&D portfolio seeks to achieve a balance between these factors and the other criteria related to technology and the market. In the event the development work is carried out at an independent R&D centre, it will be necessary to have a committed industrial partner from an early stage onwards in order to ensure objectivity, market perception and provide the best chance of commercialisation.

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1994.tb00887.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

AbstractThis paper discusses the factors which determine the human resource reputations of science‐based organisations. Reputation, in this context, refers to the extent to which scientists regard the department in which they work as a good employer, and implicitly, a good place to practise science. As a consequence, this study is concerned with internal rather than external reputation. The R&D departments of ten science‐based organisations employing approximately 1500 scientists were included in the study. The sample of 402 respondents was representative, in terms of age, sex, qualifications and experience, of the population of scientists in the organizations included in the research. All employees were educated to at least the level of a Bachelor of Science degree (BSc) and in many cases had obtained a higher degree, Master of Science (7.0%), or Doctor of Philosophy (35.6%). The perceptions of employees are reported; it was beyond the scope of the research to examine the managerial views on reputat

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1994.tb00888.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

AbstractThis paper reports the first phase of a major study into the linkages between technology and strategy, with particular reference to smaller firms. As a preliminary step, a wide review of relevant literature was undertaken.Two main strands of knowledge have been identified. First, a number of high profile issues have dominated the field of technology management starting with Schumpeter's ‘creative destruction’. This seminal work has been refined, notably by Pavitt and Porter, culminating in the view that technology has become one of the principal determinants of competition. Second, a number of models were examined that assess development of technology within the firm over time.The principal implication for R&D managers is the authors' conclusion that the various constructs must be used pro‐actively in formulating technology strategy, thus providing a basis for better assessing acquisitions and disposals of technology‐intensive ope

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1994.tb00889.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

AbstractIn a previous paper, we have argued that technological communities provide a useful level of analysis to examine information and knowledge flows among researchers. Based on an international survey of more than 700 scientists and engineers engaged in the development of neural network technology, the information and knowledge exchange patterns of two important subsets of that particular technological community, i.e. academic researchers and industrial researchers, were explored. The analyses demonstrated that industrial researchers, even if they are more commercially oriented than their colleagues in academia, recognise the professional community as a relevant locus of information and knowledge. An obvious methodological need exists, though, to generalize beyond the neural networks community. This is the aim of the present paper. Based on questionnaire surveys of researchers belonging to two other technological communities, the empirical results from the neural network community study are replicated and, to a large extent, validated.

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1994.tb00890.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

AbstractThere is a widespread belief in the business community that firms can rely on the market for buying and selling technological opportunities. The argument is: with so much technology development going on in the world, ‘there must be somebody somewhere who has the technology we need.’ According to this belief, acquiring new technology just boils down to finding the supplier, possibly with the help of a specialized intermediary. Several large firms have indeed developed ambitious mechanisms for acquiring the needed technological know‐how as they proceed to make and market a new product.We contend that this concept of the technology transfer process is erroneous, as it conflicts with actual practice. The very high transaction costs entailed leave considerable room for opportunistic behavior and are more likely to occur when the parties do not know each other. An effective way to reduce transaction costs, therefore, is to limit technology transfers to the firm's partners, i.e. organizations with which the firm has already interacted in the past. Our research provides evidence that successful technology transfers typically take place between suppliers and buyers who had business relationships before considering a technology agreement. In addition, we report findings that companies using intermediaries (technological opportunities catalogues, databases, fairs, etc.) have been disappointed in their attempts to find new technologies from unknown sources.Because of the high risk of opportunistic behavior, it is practically impossible to assess the value of a technology without knowing who sells it. Similarly, the technology transfer capabilities of a company are difficult to appraise without prior knowledge through business interaction. To a certain extent, it may be better to buy any technology from a partner that one knows well than to buy a supposedly good technology from a firm with which one has had no experience. To put it bluntly: the identity of the partner may actually matter more than the technology being traded!Consequently, the relevant framework for technology transfer is built on a ‘network concept’ rather than the ‘market concept’. Firms wishing to acquire new technology should turn first to their network of trusted business partners, looking for available technological opportunities instead of trying to buy technology from unrelated

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1994.tb00891.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1994.tb00892.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1994.tb00893.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1994.tb00894.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY