Year: 2008
Type: article
Abstract: The advent of biotechnology in the ‘80s deeply revolutionised the RD Powell, 1998). This had two major, although strictly interrelated, effects: on the structure and the division of labour within the pharmaceutical industry, as well as on the management and organisation of the bio-pharmaceutical innovation process. On theoneside, theadventofbiotechnologypaved the way for the birth and proliferation of new biotech companies, highly specialised on few scientific disciplines and focused on the development of a very narrow set of technologies (e.g. bioinformatics,High-Throughput-Screening), or committed to specific tasks (e.g. screening, lead optimisation) of the revolutionised innovation process, which is still undertaken in large part within the boundaries of established pharmaceutical firms (Chiaroni et al., 2008;Chiesa, 2003; MalerbaandOrsennigo,2002; Muffatto andGiardina, 2003). On the other side, for both small biotech firms and traditional pharmaceutical companies, it becamehardly impossible to effectively and efficiently manage the whole innovation process within their ownboundaries,because of thehigh number of scientific and technological competencies tobe contemporarilymastered.As a result, building a network of inter-organisational RD Niosi, 2003; Powell et al., 1996). In Research Section Patterns of collaboration along the bio-pharmaceutical innovation process
DOI: 10.17879/52069670253
Language: English
Subfield: Strategy and Management
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2593044149