Key differences and similarities in ways of managing and supporting radical pharmaceutical front end innovation

A case study of the pharmaceutical industry

Annabeth Aagaard

    Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

    Resumé

    ABSTRACT
    The purpose of this paper is to explore how Front End Innovation (FEI) is supported and managed among companies of different nationality within the context of biotech and pharmaceutical R&D. The present study is carried out in order to contribute to the development of a clearer understanding of active facilitation of innovation management and front end innovation in theory and in practice across international borders. I aim to show how different aspects of biotech and Pharma and nationality affect the way innovation management and FEI is supported within organisations. This is examined through an in-depth case study of the Danish pharmaceutical company, H. Lundbeck A/S, and a comparative study including seven European and American biotech and pharmaceutical companies. The findings from the study reveal a number of similarities and differences in innovation management and FEI support among the different companies and present propositions of important aspects to consider in facilitation of FEI in general and in multinational pharmaceutical and biotech companies. In addition, proposals are made for a global study of innovation management and FEI support including Chinese and other Asian pharmaceutical companies, which represent a growing market. The value added and the contribution of this article to the existing FEI literature is therefore in the specificity of the empirical setting in which the issue is investigated.
    OriginalsprogEngelsk
    Artikelnummer1550011
    TidsskriftInternational Journal of Innovation Management
    Vol/bind19
    Udgave nummer1
    Antal sider25
    ISSN1363-9196
    DOI
    StatusUdgivet - 2015

    Fingeraftryk

    Drug products
    Innovation
    Industry
    Pharmaceutical industry
    Pharmaceuticals
    Front-end
    Nationality

    Citer dette

    @article{8b9c1ce7ac204013b934d5045ace205b,
    title = "Key differences and similarities in ways of managing and supporting radical pharmaceutical front end innovation: A case study of the pharmaceutical industry",
    abstract = "The purpose of this paper is to explore how Front End Innovation (FEI) is supported and managed among companies of different nationality within the context of pharmaceutical R&D. The present study is carried out in order to contribute to the development of a clearer understanding of active facilitation of innovation management and FEI in theory and in practice across international borders. I aim to show how different aspects of Pharma and nationality affect the way innovation management and radical FEI are supported within organisations. This is examined through an in-depth case study of the Danish and US based pharmaceutical company, H. Lundbeck A/S, and a comparative study including five European and American pharmaceutical companies. The findings from the study reveal a number of similarities and differences in innovation management and FEI support of radical projects and among the different nationalities. This presents propositions of important aspects to consider in facilitation of radical FEI in general and in multinational pharmaceutical companies. In addition, proposals are made for a global study of innovation management and FEI support including Chinese and other Asian pharmaceutical companies, which represent a growing market. The value added and the contribution of this paper to the existing FEI literature is therefore in the specificity of the empirical setting in which the issue is investigated. Read More: http://www.worldscientific.com/doi/abs/10.1142/S1363919615500115",
    author = "Annabeth Aagaard",
    year = "2015",
    doi = "10.1142/S1363919615500115",
    language = "English",
    volume = "19",
    journal = "International Journal of Innovation Management",
    issn = "1363-9196",
    publisher = "Imperial College Press",
    number = "1",

    }

    Key differences and similarities in ways of managing and supporting radical pharmaceutical front end innovation : A case study of the pharmaceutical industry. / Aagaard, Annabeth.

    I: International Journal of Innovation Management, Bind 19, Nr. 1, 1550011, 2015.

    Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

    TY - JOUR

    T1 - Key differences and similarities in ways of managing and supporting radical pharmaceutical front end innovation

    T2 - A case study of the pharmaceutical industry

    AU - Aagaard, Annabeth

    PY - 2015

    Y1 - 2015

    N2 - The purpose of this paper is to explore how Front End Innovation (FEI) is supported and managed among companies of different nationality within the context of pharmaceutical R&D. The present study is carried out in order to contribute to the development of a clearer understanding of active facilitation of innovation management and FEI in theory and in practice across international borders. I aim to show how different aspects of Pharma and nationality affect the way innovation management and radical FEI are supported within organisations. This is examined through an in-depth case study of the Danish and US based pharmaceutical company, H. Lundbeck A/S, and a comparative study including five European and American pharmaceutical companies. The findings from the study reveal a number of similarities and differences in innovation management and FEI support of radical projects and among the different nationalities. This presents propositions of important aspects to consider in facilitation of radical FEI in general and in multinational pharmaceutical companies. In addition, proposals are made for a global study of innovation management and FEI support including Chinese and other Asian pharmaceutical companies, which represent a growing market. The value added and the contribution of this paper to the existing FEI literature is therefore in the specificity of the empirical setting in which the issue is investigated. Read More: http://www.worldscientific.com/doi/abs/10.1142/S1363919615500115

    AB - The purpose of this paper is to explore how Front End Innovation (FEI) is supported and managed among companies of different nationality within the context of pharmaceutical R&D. The present study is carried out in order to contribute to the development of a clearer understanding of active facilitation of innovation management and FEI in theory and in practice across international borders. I aim to show how different aspects of Pharma and nationality affect the way innovation management and radical FEI are supported within organisations. This is examined through an in-depth case study of the Danish and US based pharmaceutical company, H. Lundbeck A/S, and a comparative study including five European and American pharmaceutical companies. The findings from the study reveal a number of similarities and differences in innovation management and FEI support of radical projects and among the different nationalities. This presents propositions of important aspects to consider in facilitation of radical FEI in general and in multinational pharmaceutical companies. In addition, proposals are made for a global study of innovation management and FEI support including Chinese and other Asian pharmaceutical companies, which represent a growing market. The value added and the contribution of this paper to the existing FEI literature is therefore in the specificity of the empirical setting in which the issue is investigated. Read More: http://www.worldscientific.com/doi/abs/10.1142/S1363919615500115

    U2 - 10.1142/S1363919615500115

    DO - 10.1142/S1363919615500115

    M3 - Journal article

    VL - 19

    JO - International Journal of Innovation Management

    JF - International Journal of Innovation Management

    SN - 1363-9196

    IS - 1

    M1 - 1550011

    ER -