Catching up in pharmaceuticals: a comparative study of India and Brazil

Since the mid-twentieth century, the national objective of India and Brazil has been to develop industrial capabilities in essential sectors such as pharmaceuticals. At the outset, they shared some common features: a considerable period of lax intellectual property rights regimes, large internal market and a reasonably strong cadre of scientists and engineers. However, over fifty years, India has had much more success in building indigenous capabilities in pharmaceuticals than Brazil, at least to date. Why? In exploring the answer to this question, we show that in both countries the design of State policy played a crucial role and the endogenous responses in the national system of innovation consisted of two parts. On the one hand, most of the time, the predicted and desired outcome was partially realized and on the other hand, there were invariably, other unpredicted responses that emerged. The latter unexpected elements, which were specific to the two countries, pushed them along distinctive trajectories.Pharmaceutical industry, India, Brazil, industrial capabilities, Catch-up

Catching up in pharmaceuticals: a comparative study of India and Brazil

Since the mid-twentieth century, the national objective of India and Brazil has been to develop industrial capabilities in essential sectors such as pharmaceuticals. At the outset, they shared some common features: a considerable period of lax intellectual property rights regimes, large internal market and a reasonably strong cadre of scientists and engineers. However, over fifty years, India has had much more success in building indigenous capabilities in pharmaceuticals than Brazil, at least to date. Why? In exploring the answer to this question, we show that in both countries the design of State policy played a crucial role and the endogenous responses in the national system of innovation consisted of two parts. On the one hand, most of the time, the predicted and desired outcome was partially realized and on the other hand, there were invariably, other unpredicted responses that emerged. The latter unexpected elements, which were specific to the two countries, pushed them along distinctive trajectories.Pharmaceutical industry, India, Brazil, industrial capabilities, Catching up, Technology transfer

A Technological Innovativeness Measurement Framework: A Case Study of Technology Based Indonesian Companies

The measurement of innovation has been developed by various previous studies with a specific focus and goal. However, the existing measurement framework still cannot be applied all that easily by companies in Indonesia for assessing, evaluating, and improving their innovations. This study aims to propose a measurement framework using a multiple case study approach. Cases were selected from companies in the pharmaceutical and information and communications technology (ICT) industries because they contribute substantially to the manufacturing sector and both are vital to Indonesia. The results of this study indicate that the measurement model of innovation consists of technological innovation and the management of technological innovation. There are three phases in the technological innovation process which include the initiation phase (conceiving ideas and acquiring information, then transforming it into knowledge), the development phase (validating knowledge and checking its appropriateness), and the diffusion phase (getting users' feedback and Go & scaling up). Meanwhile, the management of technological innovation consists of having a strategy, the necessary resources, and operation. The analytical generalization of this study is still considered to be limited, so further studies are needed to analyze cases in other industrial sectors. In addition, a quantitative study is required to construct a measuring instrument for the variables proposed in this study

Organisational sustainability readiness: a model and assessment tool for manufacturing companies

Manufacturing plays a major role in the economic and social development of society, yet this often comes at a high environmental cost. Despite great advances in our understanding of sustainability issues and solutions developed to tackle this challenge, current production and consumption models are still largely unsustainable. Strong industrial actions are required to move towards safer and cleaner practices respectful of the planetary boundaries. This paper puts forward a novel approach for top and middle management in manufacturing companies to build capabilities for sustainable manufacturing by assessing their organisational sustainability readiness. The proposed model and tool for organisational sustainability readiness were developed based on themes emerging from empirical data collected via interviews and focus groups in six companies. The resulting themes were consolidated and validated with relevant literature to create four levels of readiness, displaying a crescendo of operations management practices on the shop floor that positively affect sustainability performance. Finally, an industrial application was used to further validate the tool and demonstrate how it can help companies develop a roadmap for a more sustainable manufacturing industry

A backcast methodology for planning and justification of advanced manufacturing technology acquisition: A model of capability building process.

Inadequacies of conventional investment justification methodologies in Advanced Manufacturing Technology (AMT) cases are well known. The inadequacies mainly stem from exclusion of qualitative and intangible factors when evaluating AMT investment proposals. To address the problem, a framework of AMT planning and justification is presented in this paper. The framework takes a \u27backcast\u27 approach, in which the AMT acquisition is modelled as an essential effort in a process of building manufacturing capabilities for a firm\u27s long term competitiveness positioning. The intangible benefits associated with AMT acquisitions are explicitly considered and modelled as a set of manufacturing capability measures. Non-financial, or activity-based performance measures are adapted. Planning of AMT acquisition is modelled as a backcast process consisting of identification of capability upgrading needs, or \u27capability gaps\u27, in manufacturing bases, with respect to manufacturing strategic objectives, and selection of appropriate AMT programs to close the gaps. Selection and justification of AMT program alternatives is modelled as a multiple criteria decision making process. Factors of actual concern may be firm-specific. The range of factors considered in this paper includes level of capability upgrade (% of gap closure), demand on strategic resources in terms of financial constraint, implementation time and learning period, and compatibility of AMT candidates to a firm\u27s organizational infrastructure. Quantitative evaluation of subjective factors are attempted by Analytic Hierarchy Process (AHP) and fuzzy set methods. Multiple criteria decision making is modelled by the Compromise Programming approach. The framework enables decision making on AMT investment to be based on integrated programs rather than isolated projects. Implementation of the framework is shown to be based on activity-based performance measures in a firm.Dept. of Industrial and Manufacturing Systems Engineering. Paper copy at Leddy Library: Theses & Major Papers - Basement, West Bldg. / Call Number: Thesis1995 .L68. Source: Masters Abstracts International, Volume: 34-02, page: 0845. Thesis (M.A.Sc.)--University of Windsor (Canada), 1995

Catching up in pharmaceuticals: a comparative study of India and Brazil

Since the mid-twentieth century, the national objective of India and Brazil has been to develop industrial capabilities in essential sectors such as pharmaceuticals. At the outset, they shared some common features: a considerable period of lax intellectual property rights regimes, large internal market and a reasonably strong cadre of scientists and engineers. However, over fifty years, India has had much more success in building indigenous capabilities in pharmaceuticals than Brazil, at least to date. Why? In exploring the answer to this question, we show that in both countries the design of State policy played a crucial role and the endogenous responses in the national system of innovation consisted of two parts. On the one hand, most of the time, the predicted and desired outcome was partially realized and on the other hand, there were invariably, other unpredicted responses that emerged. The latter unexpected elements, which were specific to the two countries, pushed them along distinctive trajectories

The Strategic Role of Lean– A Discussion

Operations strategy and its development have received a lot of attention in the operations management literature. However, literature related to benefits of improvement programs, such as lean production, is often contradictory to operations strategy principles. There is a large body of work arguing that lean can bring substantial performance improvements, indicating that operations strategy formalization might be unnecessary when certain operational processes improvements are applied. However, some literature emphasize the importance of operations strategy, stating that its formulation leads to superior competitiveness when lean techniques are properly related to competitive dimensions and to decision areas. In this study, a comprehensive literature review has been carried out to reveal insights on both streams of study and it is used to conceive a framework and a research interview protocol based on that. Hence, this study compares experts’ view of the strategic role of lean. Such a comparison is done through a range of interviews. The results support the notion that lean can generate a strong advantage in many competitive dimensions; even so, a formal strategy approach is still necessary to focus lean model implementation