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A goal‐oriented pharmaceutical research and development organization: an eleven‐year experience
Author(s) -
Stucki Jacob C.
Publication year - 1980
Publication title -
randd management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.253
H-Index - 102
eISSN - 1467-9310
pISSN - 0033-6807
DOI - 10.1111/j.1467-9310.1980.tb00434.x
Subject(s) - process management , new product development , matrix (chemical analysis) , product (mathematics) , knowledge management , multidisciplinary approach , operations management , computer science , business , engineering , political science , marketing , mathematics , materials science , geometry , law , composite material
Pharmaceutical R & D effort is multidisciplinary and matrix in management form, but variable in organizational detail. Upjohn's discipline‐oriented organization (coordination matrix) of 11 years ago is compared to its current organization consisting of a goal‐oriented, leadership matrix and a simultaneously existing coordination matrix. Product development success and individual performances were similar for the concurrent coordination matrix and leadership matrix. Consensus on candidate product identification and execution of development plans is easier with a leadership matrix than with a coordination matrix, but flexible response to new or changing goals seems more likely with a coordination matrix. The location of candidate product advocacy differed in the two types of organization. Strategies effected over the 11‐year period to overcome inherent limitations of goal‐oriented organizations and functional organizations included the maintenance of competing yet synergistic, functional, and goal‐oriented organizations, a strong publication and basic research policy, and a Troika’ approach to candidate selection and development in the functional organization.