Marketing and r&d strategies for biotechnology firms in the usa

This pape reports on a survey of 64 biotechnology firms in the USA about their R&D strategy, marketing focud and sources of technology. The survey explored the interrelationships among the strategic issues and how they were related with the means of appropriating R&D results. Three stralegic clusters for technology acquisitin emerged from the data: (i) internal developer, (ii) joint developer, and (iii) cooperative financed. Three marketing clusters were: (i) market penetartor, (ii) innovative marketer, and (iii) market developer. The R&D clusters were: (i) defensive strategy, (ii) aggressive strategy, and (iii) research-intensive strategy. External sources of technology appeared to be predominant among thje various firms and apparently marketing strategy and source of technology had no significant relationship. Most of the firms were involved with commercial innovation in their R&D strategy and few were research specialists. Innovative firms were inclined to depend on external sources sources of technology. Issues related to appropriability of R&D results for the different groups have been examined for their implications for public policy.     

Industry-university technology cooperation: a theory of inter-organizational relationships

This article proposes a grounded theoretical framework of R&D technology cooperation based on the congruence of existing theories of inter-organizational relationships. The theory is grounded in the empirical experiences of the industry-university cooperative centers in the US. It addresses two research questions: (1) Why do universities and industrial companies engage in cooperatioe R&D? (2) What factors affect their survival? Perceived resource dependency is proposed to be a motivator for initiating cooperative R&D. Interaction theories explain survivability, in that prior interaction between the parties and the degree of institutionalization of the interactions are hypothesized to explain survival over time. The intensity of interaction is also suggested to improve the chances for survival, but within a range of optimality (not too much and not too little). Iimitations and implications for research and poliy are also discussed.     

Coordinating R&D and business planning

In order for US companies to become more competitive they need to improve coordination between their R&D and business planning. This article explanis what is known about coordinating R&D and business palnning, and provides guidance on how to improve it. It examines the development of a technology plan. Before a company can effectively deal with issues related to coordinating R&D and business planning, the R&D organization should understand its own capabilities through developing a technology plan. The intergration of technology planning with business planning is then examined. Two types of business palns are considered in relation to technology planning-product line strategies and a long-range business plan. Finally, the problem of definning on R&D organization's mission clearly is looked at.     

Strategies of biotechnology companies

To identfy the R&D and marketing strategies adopted by by biotechnology firms in the UK, a survey was conducted spanning a range of biotechnology firm size, product, organizational arrangemens. and prior experiences with advanced technology. This was done using a comprehensive questionnaire similar to that used in a comparable investigation in the USA. Twenty-three firms active principally engaged in speciality chemicals human diagnostics and agricultural products.The information from the questionnaires was used to analyse the company strategies under three man headings. These were technology acquisitation,marketing and R&D. Companies were charecterized into three clusters within each of these headings. The means of appropriation for different strategies were then examined although the significance of the results was undermined by the small size. Finally, the relationship between R&D and marketing strategies within the same firms was investigated.     

Joint research and development projects as technology training ventures

This paper presents an empirically derived model of the process through which industrial firms that lack internal resources in a particular technology area to implement certain research and development (R&D) projects on their own, initiale nad implement them jointly with not-for-profit research institutions. Such joint R&D projects are typically initiated by smaller, technologically less advanced firms in developing countires, with the underlying objective of training themselves in the relevant technology area and acquiring new technological resources from more advanced local research institutions, while simultaneously and rapidly completing the immediate R&D project. This process model has been developed by drawing from and synthesizing several in-depth case studies of such projects. In developing countries, joint R&D projects of this nature are important, as they can be more effective than formal technology training programmes for not-for-profit research institutions to fulfil their charter by transerning their advanced technical knowledge to the relatively less advanced local industrial firms. Participating firms that seek to their immediate interest, and therefore learn it rapidly and effectively. This paper adds to the scarce literature on ht process of organizational knowledge acquisition through contractual arrangements such as joint projects. It also enables both firms and research institutions to understand effective proceses for initiating and implementing such mutually beneficial joint R&D projects.     

Managing global research and development in China: Patterns of R&D configuration and evolution

The growing internationalization of R&D activities challenges multinational corporations (MNCs) to formulate technology strategies and manage increasingly diffuse and diverse networks of R&D laboratories and alliances in the context of disparate national institutions. This paper examines the evolutionary processes of MNCs' R&D strategies in China in terms of two principal dimensions, i.e. geographic dispersion and functional focus. Based on a study of 378 international R&D centers and alliances established in China over the 1995-2001 period, we investigate the evolution of managing international R&D configurations in an emerging economy. The model is further illustrated with key findings from case studies of three leading high-tech MNCs in managing their global R&D operations in China over 1996-2004, specifically Fujitsu, Motorola and Nokia. This study contributes to the existing literature by exploring the globalization of R&D through foreign centers of scientific and technological excellence, which enables MNCs to innovate closer to their product markets and manufacturing facilities in emerging markets.     

Mathematical modelling as a tool to aid R&D investment decisions in a sustainable development policy climate

By its very nature, investment in R&D is a challenging proposition. It is a decision made today for an uncertain return in the future. Moreover, it has become more complex with the introduction of sustainable development considerations into the decision-making process. In this paper, the effect of environmental policy on the economic framework within which new technologies must compete is discussed, and analytical techniques which help assess these complexities are described. The return on an R&D investment is determined by the competitiveness of the resultant innovation at the time of its eventual application. A new technology is competitive relative to a given economic framework (which includes such factors as alternative technologies, availability of investment capital, trained human resources, etc).Government involvement in establishing goals and timetables for environmental protection signficantly affects the evolution of the economic framework in which new technologies must perform. To be successful in the 'sustainable development' age, the R&D investor must be able to anticipate the effect and development of government environmental and economic policy. Mathematical modelling is a valuable tool to help the investor and policy-maker appreciate the key risk factors and to understand the effect of environmental and economic policy on desired outcomes. For R&D, most model development has focused on policy development and is not very useful supporting the business decisions msociated with effective R&D investment. In this paper, the interaction bebeen government policy and business decision-making is discussed, and a methodology, supported by a model, is presented to aid R&D investors to take environmental and sustainabilip issues into account when assessing the future competitiveness of technology.     

Multi-path mapping for alignment strategies in emerging science and technologies

Roadmapping serves both short and long term (strategic) alignment in science and technology (S&T). Forecasts of the likely future development of S&T are generated; then research and development (R&D) efforts necessary to realize various goals are backcast. But for new and emerging S&T this trusted principle does not work: the likely products are not articulated yet. A promising approach however is building mapping tools based on underlying patterns and indicators of the dynamics of emergence. This paper discusses, based on a first round application in the field of micro and nanotechnologies for single cell analysis, the methodology of such a new approach. The work is linked to a programme of Future oriented Technology Assessment (FTA) activities coordinated within a European nanotechnology research network.

Our paper addresses well-known lacunae of alignment tools from the viewpoints of the path creation/dependency literatures. We then apply these insights to lab-on-a-chip devices for cell analysis. Dynamics of emerging paths can be used to articulate a future structured in terms of prospective innovation chains and potential paradigms. We demonstrate a plausible variety of paths, which provides a broader set of strategic choices. This enables management of expectations and hype by which emerging S&T are characterised, and leads to alignment of actors. Our tool can be applied in strategic management of research and R&D at the level of science-to-industry networks. These are becoming an important element in European S&T policy but will only be successful if ways are found for closing gaps in the innovation chain.     

The strategic management of R&D collaboration

For many firms collaborative R&D is an important component of their technology strategies. R&D collaboration can provide valuable supplementary technological knowledge for firms, building technological capacity. Due to the additional problems of managing R&D in collaboration, rather than entirely in-house, outcomes from it are often uncertain and benefits are hard-earned. This paper, based on a literature review, and on six case-studies of firms experienced in collaboration, examines some of these problems. Because of the high management costs of collaboration, the length of tme needed to build effective communications paths between different organisations, and the specific technological nature of these forms of inter-firm linkage R&D collaboration should be a strategic toncern. Partner selection should be made, and the collaboration conducted, on the basis of the expectation of a continuing relationship encouraging mutual learning and based on a high degree of trust.     

From Imitation to Innovation: The Evolution of R&D Capabilities and Learning Processes in the Indian Pharmaceutical Industry

Since the mid 1990s the Indian pharmaceutical industry has emerged as a leading supplier of generic drugs to both developing and developed countries.The movement of the Indian pharmaceutical industry along the R&D value chain represents a remarkable shift from an importer to an innovator of drugs. The Indian government's industrial and technology policies along with changes in regulation of intellectual property rights played a crucial role in shaping this development of R&D capability. Using the 'capability creation model' this paper discusses the learning processes and stages involved in this dramatic accumulation of technological capability. This analysis shows that the Indian pharmaceutical industry has followed a trajectory from duplicative imitation to creative imitation to move up the value chain of pharmaceutical R&D. Finally as a result of changes in patent law the industry is learning to develop capabilities in innovative R&D. The basic and intermediate technological capabilities gained from imitative learning gave these firms a solid base for development of competence in advanced innovative R&D. These findings have implications for government policies as well as firm strategies in other developing countries albeit with some limitations due to global harmonisation of patent laws being promoted by the World Trade Organization.