Vol.32 Issue.1, 2013

  • Interactive Conceptual Framework Of Dynamic Elements And Capabilities In Pharmaceutical Industries: The Application Of Constructing Grounded Theory

Authors: Yi-Sheng Wang & Tsuen-Ho Hsu

Pages: 117-121

Publish date: 2013/01/01

Download: PDF

Abstract

In the past literature to pharmaceutical industry research, very few pharmaceutical industries to explore the tacit knowledge and dynamic capabilities, few studies have explored among the industry tacit knowledge and dynamic capabilities. because the pharmaceutical industry is a enclosed market, has the very big difference with in other general industry's characteristic, Their resources and capabilities are highly confidential in-house is not open to the public, coupled with a technical complexity of pharmaceutical R&D characteristics, ready tacit knowledge of many little-known. Therefore, this paper from the view of internal resource in pharmaceutical and then link to the industrial environment of dynamic capabilities to explore situational and context. In order to characterize the association of pharmaceutical industry resource and dynamic capabilities, take five pharmaceutical firms as object of study in Asia Pacific top ten pharmaceutical firms. Uses constructing grounded theory to carry on four stage the text analyses and the coding analysis. Finally the construction new theoretical framework and induces the concept and the theoretical proposition. This paper contribution to propose “interactive conceptual framework of dynamic elements and capabilities in pharmaceutical industries”, and component factors of capabilities and dynamic elements interaction to exposition of pharmaceutical industry dynamic relation, provides the researcher and industrial manager in the operation good direction.

Keywords: Dynamic Elements, Capabilities, Constructing Grounded Theory

Citation

Yi-Sheng Wang & Tsuen-Ho Hsu (2013), "Interactive Conceptual Framework Of Dynamic Elements And Capabilities In Pharmaceutical Industries: The Application Of Constructing Grounded Theory" , 32 (1), Management Review, 117-121.