An Empirical Study Comparing Industry Segments as Regards Organisation Management in Open Innovation - Based on a Questionnaire of the Pharmaceutical Industry and IT Component Industry Segment
The aim of this research is to clarify the difference by
industry segment or product characteristics as regards organisation
management for an open innovation to raise R&D performance. In
particular, the trait of the pharmaceutical industry is defined in
comparison with IT component industry segment. In considering open
innovation, both inter-organisational relation and the management in
an organisation are important issues. As methodology, a questionnaire
was conducted. In conclusion, suitable organisation management
according to the difference in industry segment or product
characteristics became clear.
[1] J.W. Scannell, A. Blanckley, H. Boldon, and B. Warrington, “Diagnosing
the decline in pharmaceutical R&D efficiency,” Nature Reviews Drug
Discovery, vol. 11, pp.191–200, 2012.
[2] Y. Suwa, “A structural change of pharmaceuticals industry segment: four
shifts and three functions which bear futures”, Business Perspective from
Roland Berger, vol. 87, pp.1–4, Apr. 2013.
[3] H. W. Chesbrough, “The era of open innovation”, Managing Innovation
and Change, vol. 127, no. 3, pp. 34–41, 2006.
[4] K. Motohashi, Y. Ueda, and M. Mino, “The new tide of Japanese firm
about the open innovation: The result and consideration of the interview
survey to leading makers”, RIETI Policy Discussion Paper Series,
12-P-015, pp. 1–17, 2012.
[5] R. Kneller, “The importance of new companies for drug discovery:
origins of a decade of new drugs,” Nature Reviews Drug Discovery, vol.
9, pp.867–882, 2010.
[6] Japan Health Sciences Foundation, Open innovation in drug
development, HS report No.78, 2013.
[7] M. Sakurai and H. Kakihara, "Directed to an expansion of Japanese
pharmaceutical industry", Pharmacia, vol. 49, pp. 965–969, 2013.
[8] K. Kakita, "Product lifecycle management (first volume)", International
Drug Information, vol. 26, pp. 22–25 November, 2001.
[9] H. Yoshino, "DDS as part of product lifecycle management", Drug
Delivery System, vol. 20, no. 6, pp.648–655, 2005.
[10] L. Haupt, “Vertical integration and strategic sourcing in the
biopharmaceutical industry”, dissertation, Massachusetts Institute of
Technology, 2005.
[11] A. S. C. A. D Esteves, “Technology market transfer plan-launch of
DELIVES to EU market”, dissertation, Universidde Nova de Lisbosa,
2011.
[12] K. B. Clark, and T. Fujimoto, “Product development in the world auto
industry”, Brookings Papers on Economic Activity, pp. 729–771, 1991.
[13] M. Iansiti, “Technology integration: Managing technological evolution in
a complex environment”, Research Policy, vol. 24, pp.521–542, 1995.
[14] K. M. Eisenhardt and B. N. Tabrizi, “Accelerating adaptive process:
Product innovation in the global computer industry”, Administrative
Science Quarterly, vol. 40, pp. 84–110, 1995.
[15] K. Kuwajima, “Organizational capability in the
research-and-development process of pharmaceutical products”,
Organizational Science, vol. 33, no. 2, pp. 88–104, 1999.
[16] H. A Simon, “The science of design: creating the artificial”, Design
Issues, pp.67–82, 1988.
[17] T. Fujimoto, and M. Yasumoto, “A Comparison of Effective Product
Development Pattern across Multi-Industries -Results of a Questionnaire
Survey in 203 Product Development Organizations”, CIRJE-J-7, 1998.
[18] W. M. Cohen and D. A. Levinthal, “Absorptive capacity: a new
perspective on learning and innovation”, Administrative Science
Quarterly, pp. 128–152, 1990.
[19] R. Henderson and I. Cockburn, “Measuring competence? Exploring firm
effects in pharmaceutical research”, Strategic Management Journal, vol.
15, pp. 63–84, 1994.
[20] D. Aloini, and A. Martini, “Exploring the exploratory search for
innovation: a structural equation modelling test for practices and
performance”, International Journal of Technology Management, vol. 61,
no.1, pp.23–46, 2013.
[21] Y. Hamaoka, "The determinant factor of the results of inbound, outbound
open innovation", in Annual Conference Proceedings of Japan Society for
Science Policy and Research Management, 27, 2012, pp.1017–1022.
[22] N. Takahashi, K. Kuwajima, and M. Tamada,
"Research-and-development performance and gatekeeper", CIRJE-J-67,
2002. [23] H. Huang, “Technological learning and technological innovation
creation: An empirical analysis of biotechnology R&D Teams”, Journal
of Engineering Science and Technology Review, vol. 6, no. 2,
pp.120–124, 2013.
[24] A. Oke, D. I. Prajogo, and I. Jayaram, “Strengthening the innovation
chain: The role of internal innovation climate and strategic relationships
with supply chain partners”, Supply Chain Management, vol. 49, no. 4,
pp. 43–58, 2013.
[25] H. Shiraishi, "The essence of dynamic capability – case study of Kao and
Dai Nippon Printing”, Journal of Information and Management, vol. 29,
no. 4, pp. 72–83, 2009.
[26] A. Takeshi, “The division of work between companies and innovation:
From the viewpoint of a division of knowledge", IIR Working Paper, pp.
1–10, Sep. 2001.
[1] J.W. Scannell, A. Blanckley, H. Boldon, and B. Warrington, “Diagnosing
the decline in pharmaceutical R&D efficiency,” Nature Reviews Drug
Discovery, vol. 11, pp.191–200, 2012.
[2] Y. Suwa, “A structural change of pharmaceuticals industry segment: four
shifts and three functions which bear futures”, Business Perspective from
Roland Berger, vol. 87, pp.1–4, Apr. 2013.
[3] H. W. Chesbrough, “The era of open innovation”, Managing Innovation
and Change, vol. 127, no. 3, pp. 34–41, 2006.
[4] K. Motohashi, Y. Ueda, and M. Mino, “The new tide of Japanese firm
about the open innovation: The result and consideration of the interview
survey to leading makers”, RIETI Policy Discussion Paper Series,
12-P-015, pp. 1–17, 2012.
[5] R. Kneller, “The importance of new companies for drug discovery:
origins of a decade of new drugs,” Nature Reviews Drug Discovery, vol.
9, pp.867–882, 2010.
[6] Japan Health Sciences Foundation, Open innovation in drug
development, HS report No.78, 2013.
[7] M. Sakurai and H. Kakihara, "Directed to an expansion of Japanese
pharmaceutical industry", Pharmacia, vol. 49, pp. 965–969, 2013.
[8] K. Kakita, "Product lifecycle management (first volume)", International
Drug Information, vol. 26, pp. 22–25 November, 2001.
[9] H. Yoshino, "DDS as part of product lifecycle management", Drug
Delivery System, vol. 20, no. 6, pp.648–655, 2005.
[10] L. Haupt, “Vertical integration and strategic sourcing in the
biopharmaceutical industry”, dissertation, Massachusetts Institute of
Technology, 2005.
[11] A. S. C. A. D Esteves, “Technology market transfer plan-launch of
DELIVES to EU market”, dissertation, Universidde Nova de Lisbosa,
2011.
[12] K. B. Clark, and T. Fujimoto, “Product development in the world auto
industry”, Brookings Papers on Economic Activity, pp. 729–771, 1991.
[13] M. Iansiti, “Technology integration: Managing technological evolution in
a complex environment”, Research Policy, vol. 24, pp.521–542, 1995.
[14] K. M. Eisenhardt and B. N. Tabrizi, “Accelerating adaptive process:
Product innovation in the global computer industry”, Administrative
Science Quarterly, vol. 40, pp. 84–110, 1995.
[15] K. Kuwajima, “Organizational capability in the
research-and-development process of pharmaceutical products”,
Organizational Science, vol. 33, no. 2, pp. 88–104, 1999.
[16] H. A Simon, “The science of design: creating the artificial”, Design
Issues, pp.67–82, 1988.
[17] T. Fujimoto, and M. Yasumoto, “A Comparison of Effective Product
Development Pattern across Multi-Industries -Results of a Questionnaire
Survey in 203 Product Development Organizations”, CIRJE-J-7, 1998.
[18] W. M. Cohen and D. A. Levinthal, “Absorptive capacity: a new
perspective on learning and innovation”, Administrative Science
Quarterly, pp. 128–152, 1990.
[19] R. Henderson and I. Cockburn, “Measuring competence? Exploring firm
effects in pharmaceutical research”, Strategic Management Journal, vol.
15, pp. 63–84, 1994.
[20] D. Aloini, and A. Martini, “Exploring the exploratory search for
innovation: a structural equation modelling test for practices and
performance”, International Journal of Technology Management, vol. 61,
no.1, pp.23–46, 2013.
[21] Y. Hamaoka, "The determinant factor of the results of inbound, outbound
open innovation", in Annual Conference Proceedings of Japan Society for
Science Policy and Research Management, 27, 2012, pp.1017–1022.
[22] N. Takahashi, K. Kuwajima, and M. Tamada,
"Research-and-development performance and gatekeeper", CIRJE-J-67,
2002. [23] H. Huang, “Technological learning and technological innovation
creation: An empirical analysis of biotechnology R&D Teams”, Journal
of Engineering Science and Technology Review, vol. 6, no. 2,
pp.120–124, 2013.
[24] A. Oke, D. I. Prajogo, and I. Jayaram, “Strengthening the innovation
chain: The role of internal innovation climate and strategic relationships
with supply chain partners”, Supply Chain Management, vol. 49, no. 4,
pp. 43–58, 2013.
[25] H. Shiraishi, "The essence of dynamic capability – case study of Kao and
Dai Nippon Printing”, Journal of Information and Management, vol. 29,
no. 4, pp. 72–83, 2009.
[26] A. Takeshi, “The division of work between companies and innovation:
From the viewpoint of a division of knowledge", IIR Working Paper, pp.
1–10, Sep. 2001.
@article{"International Journal of Business, Human and Social Sciences:70378", author = "F. Isada and Y. Isada", title = "An Empirical Study Comparing Industry Segments as Regards Organisation Management in Open Innovation - Based on a Questionnaire of the Pharmaceutical Industry and IT Component Industry Segment", abstract = "The aim of this research is to clarify the difference by
industry segment or product characteristics as regards organisation
management for an open innovation to raise R&D performance. In
particular, the trait of the pharmaceutical industry is defined in
comparison with IT component industry segment. In considering open
innovation, both inter-organisational relation and the management in
an organisation are important issues. As methodology, a questionnaire
was conducted. In conclusion, suitable organisation management
according to the difference in industry segment or product
characteristics became clear.", keywords = "Empirical study, industry segment, open innovation,
product-development organisation pattern.", volume = "9", number = "8", pages = "2703-7", }
