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The Strategic Impact of Internet Technology in Biotechnology and Pharmaceutical Firms: Insights from a Knowledge Management Perspective

机译：互联网技术对生物技术和制药公司的战略影响：知识管理视角的见解

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摘要

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.
机译：本文概念化了新Internet技术对生物技术和制药公司的战略影响。它认为，现代，灵活的制药企业的竞争力取决于其创造和商业化新知识的能力，以及其生产新产品的能力。因此，知识生产和知识产权管理为新兴的成功电子商务战略奠定了坚实的基础。作者认为，知识管理（KM）在确定组织绩效水平和价值创造中起关键作用。知识管理是指用于处理信息以及生成和分发知识的技术，也指可以提高知识管理实现的战略适用性和有效性的组织结构（例如虚拟企业设计）。互联网被视为能够创建组织网络（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，该分类框架将Internet技术对生物技术和制药业的战略影响进行分类，该框架基于以下三个关键维度：将信息转化为知识，创新过程的重新设计以及知识导向的组织结构化。作者将他们的框架扩展到公司范围之外，以包括与客户，供应商，专业生物技术公司和医疗保健专业人员等中介机构的关系。

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