An analysis of biotechnology and non-biotechnology R&D capabilities in the Indian pharmaceutical industry
Article Abstract:
The research capabilities of 33 pharmaceutical companies in India are evaluated within the context of biotechnological aspects. Specifically, the study focused on dedicated pharmaceutical firm, diversified firms and purely medicinal drug entities, which were evaluated to determine and understand their distinctiveness. The efforts also involved the understanding of their research expertise. The study concluded that the three categories differ in terms of linkages, age, output of research and development, manpower, and research and development capabilities.
Publication Name: R & D Management
Subject: Business, general
ISSN: 0033-6807
Year: 1997
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Why crash pharmaceutical research?
Article Abstract:
Pharmaceutical research, which usually spans 12 to 15 years, should be concluded earlier for a company to remain competitive because financial gains accrue only when a drug is marketed. Stochastic modelling is proposed to determine the optimal number of scientists to allocate the successive stages of a research project. The stage consist of hypothesis forming for chemical's intervention properties, testing them on animals, looking for and following a lead, and looking for back-up components.
Publication Name: R & D Management
Subject: Business, general
ISSN: 0033-6807
Year: 1997
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R&D networking in a pharmaceutical company: some implications for human resource management
Article Abstract:
Prevailing market trends in the second half of the 1980s and beyond such as stiff competition and environmental regulations forced Glaxo Group Research to adopt R&D networking. Networking pertains to relationships with other organizations. Glaxo employed a networking uncertainty map to chart its networking activities across all four quadrants.
Publication Name: R & D Management
Subject: Business, general
ISSN: 0033-6807
Year: 1995
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