Corporate Entrepreneurship in Pharma R&D Organizational Transformations

Abstract

This multiple-case study examined factors that could contribute to a richer understanding of top managers' perceptions on maintaining high-performance teams in Pharma R&D. In addition, this multiple-case study investigated top managers' perceptions of building opportunity-based entrepreneurial culture in organizations during strategic change, considered as critical factor for organizations during change, the results of which can be used to guide management in preventing destructive actions of business non-loyalty. Following, this multiple-case study examined the management of change within the corporate entrepreneurship literature as a means of helping organizations improve on practical intelligence of defining growth goals and new enterprise growth management processes and procedures, including those relevant to change, the way they function, and formal and informal rules protecting adequacy of governance arrangements as well as the organizational culture. Participant responses to the interview question regarding capability to maintain high-performing teams resulted in themes regarding role of leadership in risk management approach, leadership development challenges, trust and commitment in inter-firm relationships, as being the top managers' perceptions and the attitudes in outsourcing R&D industry sector since the enactment of the strategic change.