The Strategic Impact of Internet Technology in Biotechnology and Pharmaceutical Firms: Insights from a Knowledge Management Perspective
The Strategic Impact of Internet Technology in Biotechnology and Pharmaceutical Firms: Insights from a Knowledge Management Perspective
复制标题
互联网技术对生物技术和制药公司的战略影响：知识管理角度的见解
DOI：
10.1023/a:1022910614411
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发表时间：
2003
影响因子：
2.4
通讯作者：
J. Howells
中科院分区：
文献类型：
--
作者：
Angel Salazar;R. Hackney;J. Howells
本文概念化的新的互联网技术在生物技术和制药公司的战略影响。它认为，现代敏捷制药企业的竞争力取决于他们创造和商业化新知识的能力，以及他们生产新产品的能力。因此，知识生产和知识产权管理为新兴的、成功的电子商务战略奠定了坚实的基础。作者认为，知识管理（KM）在决定组织绩效水平和价值创造方面起着关键作用。知识管理指的是处理信息和产生及传播知识的技术，但也指的是提高知识管理实施的战略适应性和有效性的组织结构（如虚拟企业设计）。互联网被视为能够建立组织网络（虚拟团队;虚拟客户-供应商社区）的核心技术。更具体地说，本文设计了一个新的分类框架，分类的战略影响，互联网技术在生物技术和制药行业，这是基于三个关键方面：将信息转化为知识，创新过程的重新设计，知识导向的组织结构。作者将他们的框架扩展到公司的边界之外，包括与客户，供应商，中介机构（如专业生物技术公司和医疗保健专业人员）的关系。
This paper conceptualises the strategic impact of new Internet technology in biotechnology and pharmaceutical firms. It argues that competitiveness of modern, agile pharmaceutical businesses depend on their ability to create and commercialise new knowledge as much as on their ability to produce new products. Hence, knowledge production and intellectual property management provide a strong foundation for emerging, successful e-commerce strategies. The authors suggest Knowledge Management (KM) plays a key role in determining organizational performance levels and value creation. KM refers to technologies for processing information and generating and distributing knowledge, but also to organizational structures (such as virtual enterprise designs) that increase strategic fit and effectiveness of KM implementations. The Internet is seen as core technology enabling the creation of organizational networks (virtual teams; virtual customer-supplier communities). More specifically, this paper devises a new classificatory framework that categorises the strategic impact of Internet technology in the biotechnology and pharmaceutical industry, which is based on three key dimensions: converting information into knowledge, the redesign of the innovation process, and knowledge-oriented organisational structuring. The authors extend their framework beyond the boundaries of the firm to include relationship with customers, suppliers, intermediaries such as specialist biotech companies and healthcare professionals.