Jump to ContentJump to Main Navigation
The Nature and Dynamics of Organizational Capabilities$
Users without a subscription are not able to see the full content.

Giovanni Dosi, Richard R. Nelson, and Sidney Winter

Print publication date: 2001

Print ISBN-13: 9780199248544

Published to Oxford Scholarship Online: November 2003

DOI: 10.1093/0199248540.001.0001

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2020. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 23 November 2020

In Search of Dynamic Capabilities: The Origins of R&D Competence in Biopharmaceuticals

In Search of Dynamic Capabilities: The Origins of R&D Competence in Biopharmaceuticals

Chapter:
(p.129) 5 In Search of Dynamic Capabilities: The Origins of R&D Competence in Biopharmaceuticals
Source:
The Nature and Dynamics of Organizational Capabilities
Author(s):

Gary P. Pisano

Publisher:
Oxford University Press
DOI:10.1093/0199248540.003.0006

The chapter seeks to shed some light on the issue of creating firms’ unique organizational capabilities by reporting the findings of an in‐depth, field‐based, longitudinal analysis of the evolution of process development capabilities in the pharmaceutical industry. The chapter presents a simple conceptual framework for learning across development projects that highlights the dual ‘outputs’ of development projects: the technology that is implemented in a new process (or product design) and the knowledge that becomes available for future projects. It is argued that the latter can push technical and organizational learning that become part of a firm's knowledge base and which, in turn, influence strategies chosen for and performance achieved on future projects. In the example of four biotechnology organizations is explored the dynamic interaction between the organization's knowledge base, its capability for different development strategies (e.g. learning by doing versus learning before doing), and changes in project performance over time (e.g. lead time).

Keywords:   capabilities, innovation strategy, knowledge, learning, pharmaceutical industry, process development, technical change

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .