Biotechnology organizations in action : turning knowledge into business /

Biotechnology organizations in action : turning knowledge into business /

Gardado en:
Detalles Bibliográficos
Autor Principal: Norus, Jesper
Formato: Libro
Idioma:English
Publicado: Amsterdam ; New York : Elsevier, 2002.
Edición:1st ed.
Series:Progress in biotechnology ; 20
Subjects:
Biotechnology industries.
Acceso en liña:Table of contents
Table of Contents:
  • 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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