Abstract
With an increasing amount of externally sourced innovations, a major success factor for innovation-dependent indus- tries such as the pharmaceutical industry is to successfully implement innovations from outside. Existing frameworks emphasize creating a strong climate for implementation by developing the learning capabilities of the organization, but there is still much to be learned about the process of implementing innovations that have been in-sourced by companies. As a research setting that is particularly innovation-driven and not well-studied yet, this study examines the key deter- minants for innovation implementation based on a case study in the pharmaceutical industry. The results of 25 expert interviews and a survey with 67 respondents led to the resulting framework and a corresponding performance meas- urement system. The results reveal the importance of supporting systems and show differences in perception of early and late Research & Development functions.
Highlights
The pharmaceutical industry is today facing some major challenges
As a research setting that is innovation-driven and not well-studied yet, this study examines the key determinants for innovation implementation based on a case study in the pharmaceutical industry
We put our focus on the following two research questions: 1) Which key determinants for innovation implementation can be identified within a pharmaceutical setting?
Summary
The pharmaceutical industry is today facing some major challenges. The extensive research activity of the past few decades has significantly reduced the number of opportunities to discover new drugs to address the unmet medical needs [1]. Following a significant increase in pharmaceutical R&D expenditure over the past decade [9] [10], the number of new drug approvals has fallen during this period. With an increasing amount of externally sourced innovations, a major success factor for the pharmaceutical companies will lie in how the innovations are adopted, i.e. integrated into existing R&D processes [11]. This places a premium on management of R&D activities and requires that strong initiatives are developed to maximise the value of externally sourced innovations [12]
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