Creating and capturing value in the biopharmaceutical sector

1946 648 1422 5 25089 document 1422 Bruce_Rasmussen_PHD_2009.pdf application/pdf 1149564 2011-09-09 10:22:41 https://vuir.vu.edu.au/1946/1/Bruce_Rasmussen_PHD_2009.pdf 1946 1 application/pdf text en public

Bruce_Rasmussen_PHD_2009.pdf

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http://eprints.org/relation/isVersionOf https://vuir.vu.edu.au/id/dark_document/76092 http://eprints.org/relation/isVolatileVersionOf https://vuir.vu.edu.au/id/dark_document/76092 http://eprints.org/relation/issmallThumbnailVersionOf https://vuir.vu.edu.au/id/dark_document/76092 archive 293 disk0/00/00/19/46 2009-07-29 02:22:01 2021-08-27 07:42:28 2009-09-02 06:46:12 thesis show Rasmussen Bruce Rasmussen, Bruce Creating and capturing value in the biopharmaceutical sector unpub 340000 320000 cses pharmaceutical industry, biopharmaceuticals, busines models, knowledge base This study addresses the ongoing implications of the realignment of the pharmaceutical industry knowledge base – from small molecule methods to new biomedical technologies – for the competitive positions of traditional pharmaceutical companies and biopharmaceutical start-ups. The theoretical approach draws on the modern theory of the firm and related concepts, to define and develop the concept of the business model. This is employed to guide the empirical analysis, which utilises a combination of data analyses and case studies based on several sources, including detailed company reports and alliance databases. The thesis analyses how the pharmaceutical companies have successfully adjusted their business models to meet the challenge of biotechnology and so retain their powerful position in the industry. Central to this has been the breadth and depth of knowledge transfer through alliance formation. Not only has this been critical to the adjustment process for the large pharmaceutical companies but also for the development of the many biopharmaceutical start ups. Nonetheless the business models of these smaller companies have many weaknesses, which have led to the erosion of the value of their initial strategic assets. Despite the poor financial performance of the vast majority of these firms, the biopharmaceutical sector as a whole has created significant value. This has been captured disproportionately by a handful of large fully integrated biopharmaceutical firms and, to a lesser extent, by the largest dozen pharmaceutical firms. 2008 submitted 76092 2 2420996 dark_document 76092 Rasmussen, Bruce.pdf application/pdf 69825101e09ccc5ff122af1ce893c6ff MD5 39921 2020-11-30 01:45:52 1946 3 3 application/pdf text VURR permission form en staffonly

Rasmussen, Bruce.pdf

other public 312 Victoria University Centre for Strategic Economic Studies phd Includes bibliographical references: pp. 280-302 FALSE