Framing the strategic R&D paradigm shift in Big Pharma: a content analysis of pharmaceutical annual reports

Abstract

PurposeBetween 1985 and 2000, the six largest US pharmaceutical firms entered a very active period of partnerships with other pharmaceutical firms to expand their knowledge of biotechnology-based research and development (R&D) frameworks and to bolster the growth of their drug portfolios. The purpose of this study is to examine the annual reports published by these companies for evidence of strategic framing of these partnerships.Design/methodology/approachA content analysis method was most appropriate for this study, as it allows for analysis of a large amount of information and accurate analysis over time. Ninety-six annual reports from the six major US pharmaceutical firms (Abbott, Bristol Myers Squibb, Eli Lilly, Johnson and Johnson, Merck, and Pfizer) were coded. The final codebook included 18 categories derived from framing theory. After collection, the data were uploaded to SPSS for statistical analysis.FindingsResults indicate that mention of partnerships grew considerably in depth and length over time, but companies did not consistently employ frames to describe why or how they engaged in external partnerships.Originality/valueThis is the first study to assess mentions of pharmaceutical firms' external efforts to build their R&D programs and drug portfolios, from the intersecting perspectives of framing theory and the resource-based view (RBV) of the firm, to illustrate how changes were communicated to shareholders during a dynamic period of change within the industry.