KEY DIFFERENCES AND SIMILARITIES IN WAYS OF MANAGING AND SUPPORTING RADICAL PHARMACEUTICAL FRONT END INNOVATION — A CASE STUDY OF THE PHARMACEUTICAL INDUSTRY

Annabeth Aagaard ()
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Annabeth Aagaard: University of Southern Denmark, Department of Leadership and Corporate Strategy, Sdr. Stationsvej 28, Slagelse, Denmark

International Journal of Innovation Management (ijim), 2015, vol. 19, issue 01, 1-25

Abstract: The purpose of this paper is to explore how Front End Innovation (FEI) is supported and managed among companies of different nationality within the context of pharmaceutical R&D. The present study is carried out in order to contribute to the development of a clearer understanding of active facilitation of innovation management and FEI in theory and in practice across international borders. I aim to show how different aspects of Pharma and nationality affect the way innovation management and radical FEI are supported within organisations. This is examined through an in-depth case study of the Danish and US based pharmaceutical company, H. Lundbeck A/S, and a comparative study including five European and American pharmaceutical companies. The findings from the study reveal a number of similarities and differences in innovation management and FEI support of radical projects and among the different nationalities. This presents propositions of important aspects to consider in facilitation of radical FEI in general and in multinational pharmaceutical companies. In addition, proposals are made for a global study of innovation management and FEI support including Chinese and other Asian pharmaceutical companies, which represent a growing market. The value added and the contribution of this paper to the existing FEI literature is therefore in the specificity of the empirical setting in which the issue is investigated.

Keywords: Front end innovation; innovation management; pharmaceutical innovation; radical innovation; case study (search for similar items in EconPapers)
Date: 2015
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DOI: 10.1142/S1363919615500115

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