If R&D and innovation in the 1990s were about more internationalization, more corporate entrepreneurship, and more information-integration, then the 2000s have been about consolidating and expanding these trends further: more globalization including the technology mavericks of China and India, more open and inbound innovation integrating external technology providers, and more web- and Intern- enabling of innovation processes by involving R&D contributors regardless of their location. The corporate R&D powerhouses of the 1980s are now mostly history. Even where they survived, they had to yield to corporate efficiency efforts and business-wide integration programs. Still, it would be unfair to belittle them in retrospect as they have found new roles in corporate R&D and innovation n- works. In fact, the very successes of centralized R&D organizations of the 1970s and 1980s made possible the revolution of globalized innovation that we have been witnessing since the 1990s. The first two editions of Managing Global Innovation, published in 1999 and 2000, were testimonials of an increasingly internationalizing world of innovation and R&D. In this third edition of Managing Global Innovation, we have retained the basic structure of two conceptual parts (I and II) and three case study parts (III, IV, V). However, we have greatly revised all chapters, including the final “Imp- cations” chapter (part VI), and incorporated new chapters and cases that illuminate and describe the recent trends in the context of the beginnings of global innovation in the 1980s and 1990s.
Pharmaceutical giants have been doubling their investments in drug development, only to see new drug approvals to remain constant for the past decade. This book investigates and highlights a set of proactive strategies. The authors focus on three sources of pharmaceutical innovation: new management methods, new technologies, and new forms of internationalization. Their findings are illustrated in the case of the Swiss pharmaceutical industry, the leading exporter of pharmaceutical products in percentage of GDP, and some of its main pharmaceutical firms such as Novartis and Hoffmann-La Roche.
Based on empirical research from over 240 interviews, the authors present new concepts and trends in global R&D management. Case studies from 18 best-practice companies give detailed answers to the most pressing challenges for mastering international innovation.
Pharmaceutical giants have been doubling their investments in drug development, only to see new drug approvals to remain constant for the past decade. This book investigates and highlights a set of proactive strategies, aimed at generating sustainable competitive advantage for its protagonists based on value-generating business practices. We focus on three sources of pharmaceutical innovation: new management methods in the drug development pipeline, new technologies as enablers for cutting-edge R&D, and new forms of internationalisation, such as outside-in innovation in the early phases of R&D.
Based on empirical research from over 240 interviews, the authors present new concepts and trends in global R&D management. Case studies from 18 best-practice companies give detailed answers to the most pressing challenges for mastering international innovation.
Management consultants and educators often preach cross-functional integration of marketing, product development and technology research for the alleged benefit of improved innovation. However, in the case of multinational companies (MNCs), such integration is neither possible (due to geographic distances) nor always preferable (mismatch of work incentives and productivity). Furthermore, this book argues that, in fact, geographical distances and other, non-physical separations between research and product development actually improve long-term innovative capacity in many companies. Based on research in more than 80 MNCs and 1, 000 R&D units worldwide, this book examines and outlines the vital issues relating to managing integrated innovation processes across functional barriers and geographical distances in today's increasingly global companies.
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