Biotechnology organizations in action : turning knowledge into business /

Biotechnology organizations in action : turning knowledge into business /

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Bibliographic Details
Main Author: Norus, Jesper
Format: Book
Language:English
Published: Amsterdam ; New York : Elsevier, 2002.
Edition:1st ed.
Series:Progress in biotechnology ; 20
Subjects:
Biotechnology industries.
Online Access:Table of contents
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100 1 |a Norus, Jesper. 
245 1 0 |a Biotechnology organizations in action :  |b turning knowledge into business /  |c by Jesper Norus. 
250 |a 1st ed. 
260 |a Amsterdam ;  |a New York :  |b Elsevier,  |c 2002. 
300 |a 235 p. :  |b ill. ;  |c 26 cm. 
490 1 |a Progress in biotechnology ;  |v 20 
504 |a Includes bibliography references (p. 223-232). 
505 0 0 |a Machine derived contents note: PART I -- INTRODUCTION -- CHAPTER 1 -- FROM LIFE SCIENCES TO ORGANIZATIONAL SOCIOLOGY -- 1.0. WHAT THE BOOK IS NOT ABOUT! -- 1.1. AN OVERVIEW OF THE STUDIES OF THE BIOTECHNOLOGY INDUSTRY -- 1.2. THE CONSTITUTION OF A NEW TECHNOLOGICAL FIELD -- 1.3. THE RESEARCH METHOD -- 1.3.1. Data collection -- 1.3.2. The theoretical foundations -- 1.4. OUTLINE OF THE BOOK -- CHAPTER 2 -- THE HISTORY OF THE BIOTECHNOLOGY INDUSTRY -- 2.0. INTRODUCTION -- 2.1. THE CONCEPTUAL STRUGGLE -- 2.2. THE RESEARCH FIELD OF BIOLOGICAL ENGINEERING - AN ENABLING TECHNOLOGY -- 2.2.1 Genetic engineering -- 2.2.2. Cell culture -- 2.2.3. Cell Fusion/hybridization -- 2.2.4. Enzyme technology -- 2.2.5. Fermentation -- -- -- -- 2.3. THE INDUSTRIAL APPLICATION OF NEW BIOTECHNOLOGIES -- 2.3.1. The pharmaceutical industry -- 2.3.2. The food industry -- 2.3.3. The agricultural sector -- 2.3.4. Biotechnology in environmental protection -- 2.4. THE DEVELOPMENT OF COMPETENCIES - CROSS-FERTILIZING OF PROCESSES AND TECHNIQUES -- 2.5. NETWORK FORMATION AND RESOURCE DEPENDENCY -- PART II -- CONSTRUCTION -- CHAPTER 3 -- THE BIOTECHNOLOGY COMMUNITY -- 3.0. INTRODUCTION -- 3.1. THE THEORETICAL ASPECTS OF THE SYSTEMS APPROACH -- 3.1.1. Technological development - the dual problem of legitimacy -- 3.2. THE BIOTECHNOLOGY COMMUNITY - INTRODUCTION OF THE ACTORS -- 3.3. STRATEGIES AMONG BIOTECHNOLOGY FIRMS -- 3.4. THE ROLE OF UNIVERSITIES - FROM KNOWLEDGE GENERATORS TO PROFIT MAKERS -- 3.5. TECHNOLOGY PARKS - INCUBATORS OF BIOTECHNOLOGY -- 3.6. PUBLIC REGULATORY BODIES - A BALANCE BETWEEN RESTRICTION, APPROVAL AND PROMOTION -- 3.6.1. Promoting technological change through public planning -- 3.6.2. Public regulation and product approval -- 3.7. VENTURE CAPITAL - THE NOBLE ART OF BALANCING BETWEEN ALTRUISM AND CANNIBALISM -- 3.8. PHARMACEUTICAL AND CHEMICAL FIRMS - THE LATE ADOPTERS -- 3.9. SUMMARY -- PART III -- RECONSTRUCTION -- -- -- -- CHAPTER 4 -- THEORETICAL ASPECTS OF STRATEGIES AND NETWORKS -- 4.0. AN ORGANIZATIONAL PERSPECTIVE ON STRATEGIES AND NETWORKS - SHIFTING THE LEVEL OF -- ANALYSIS -- 4.1. THE ORGANIZATION OF TECHNOLOGICAL SEARCH AND LEARNING -- 4.2. THE INTERNAL ORGANIZATION - DOMINATING COALITIONS AND THE FORMATION OF ROUTINES -- 4.3. FIRMS IN NETWORKS - THE EXTERNAL RELATIONS -- 4.4. NETWORKING ACTIVITIES - TYPES AND BACKGROUNDS -- 4.5. STRATEGIC BEHAVIOR AND THE FORMATION OF NETWORKS - A SUMMARY -- CHAPTER 5 -- THE CO-EVOLUTION OF STRATEGIES AND NETWORKS - DESIGNING THE CASE STUDIES -- 5.0. INTRODUCTION -- 5.1. THE PARALLEL AND INTERTWINED PROCESSES OF NETWORK FORMATION -- 5.2. DESIGNING THE CASE STUDIES OF THE THREE TYPES OF STRATEGIES -- 5.3. THE CONCEPTUALIZATION OF THE EMPIRICAL FIELD -- 5.4. ON THE TRACK - WHAT NEXT? -- PART IV -- RECONSTRUCTION -- CHAPTER 6 -- THE PROJECT STRATEGY -- 6.0. INTRODUCTION -- 6.1. THE HISTORY OF THE FIRM -- 6.2. PHASE I: KEM-EN-TEC 1983-1993 -- 6.2.1. The Organizational Development -- 6.2.2. Maintaining Scientific Values and Academic Freedom -- 6.2.3. Formation of Market Relations -- 6.2.4. The build up of relations to suppliers -- 6.3. PHASE II: ESTABLISHING SUBSIDIARIES -- 6.3.1. Up Front Chromatography -- 6.3.2. Amdex -- -- -- -- 6.4. THE FUTURE OF KEM-EN-TEC - THE PROBLEM OF THE PROJECT STRATEGY? -- 6.5. THE NEW FUTURE OF AN EXPERIMENTING FIRM - THE 2001 UPDATE -- 6.6. CONCLUSION - THE PROJECT STRATEGY A QUESTION OF "EXITS" -- CHAPTER 7 -- THE INCREMENTAL STRATEGY -- 7.0. INTRODUCTION -- 7.1. ANDCARE, INC. -- 7.1.1. The history of the company - Merging two types of strategies -- 7.1.2. Development of the platform technology - A trial and error learning process -- The organization of the project -- Strategic alliances -- The rejection of the project -- The approval procedure -- The creation of the market -- 7.1.3. The future of AndCare -- 7.1.4. Alderon Biosciences - The 2001 Update -- 7.1.5. The convergence of network and strategy in AndCare -- 7.2. THERMOGEN INC. -- 7.2.1. The history of ThermoGen -- 7.2.2. The Organization of the firm -- 7.2.3. Phase I: The development of the technology -- 7.2.4. Phase II: Strategic alliances and licensing of the technology to industrial partners -- 7.2.5. Phase III: Product development and internal competence building -- 7.2.6. The future of ThermoGen - Phase IV -- 7.2.7. The MediChem Merger - the 2001 update -- 7.2.8. Intentional strategic processes and deliberate networking -- 7.3. CONCLUSION ON THE INCREMENTAL STRATEGY -- CHAPTER 8 -- THE VERTICAL INTEGRATION STRATEGY -- 8.0. INTRODUCTION -- 8.1. CALGENE, INC. -- 8.1.1. Organization and strategy of the company -- Formation of strategic alliances -- 8.1.2. The development of the Flavr Savr? tomato -- -- -- -- The distribution company -- The approval procedure -- The establishment of market relations -- 8.1.3. History repeats itself? -- 8.1.4. The Monsanto take-over -- 8.1.5. The future of Calgene -- 8.1.6. Glorious strategies as frozen concepts and chaotic processes -- 8.2. INCYTE GENOMICS, INC. -- 8.2.1. The history of the company -- 8.2.2. The strategic development -- 8.2.3. Establishing collaborative arrangements with the pharmaceutical industry -- 8.2.4. The organization of the company -- 8.2.5. The future of Incyte Genomics -- 8.2.6. Strategy as persistence and controlled chaos -- 8.3. CONCLUSION OF THE VERTICAL INTEGRATION STRATEGY -- PART V -- CONCLUSION -- CHAPTER 9 -- THE ROLE OF THE BIOTECHNOLOGICAL INDUSTRIES -- 9.0. INTRODUCTION -- 9.1. FROM INDUSTRIAL SOCIOLOGY TO ORGANIZATIONAL SOCIOLOGY -- 9.2. STRATEGY AND NETWORKS - A MATING DANCE -- 9.3. THE ENTREPRENEURIAL STRATEGIES REVISITED -- 9.4. THE MANAGERIAL ASPECTS OF THE NETWORK PROCESSES -- 9.5. THE NEO-SCHUMPETERIAN STRATEGIES -- CHAPTER 10 -- THE CONSTITUTION OF TECHNOLOGICAL FIELDS -- 10.0. THE THEORETICAL AMBITION OF THE STUDY REVISITED -- 10.1. THE EMBEDDEDNESS OF ROUTINES, COMMUNITIES OF PRACTICE, AND TECHNOLOGICAL SYSTEMS -- -- -- -- 10.2. THE ROLE ORGANIZATIONAL ROUTINES -- 10.3. THE ROLE OF COMMUNITIES OF PRACTICE -- 10.4. THE ROLE OF TECHNOLOGICAL SYSTEMS -- 10.5. FOUR ENTREPRENEURIAL ABILITIES IN THE CONSTITUTION OF TECHNOLOGICAL FIELDS -- REFERENCES -- LIST OF INTERVIEWS. 
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