This study proposes a strategic and dynamic model for R&D organisations in the Indian pharmaceutical industry, and transfer of knowledge across the rest of the organisation.
This is an exploratory study using the available literature, theories and evidence of companies engaged in different directions in the form of novel types of alliances. Suitable propositions are developed for further study.
The study reveals that location is important in terms of exploiting host countries' competitive advantages. Additionally, a critical mass of resources are critical for meaningful interaction between R&D experts. Both explicit and tacit knowledge need to be diffused and made known to other members of the organisation for maximum benefits.
More extensive studies across a variety of companies are required to validate the findings, particularly comparing the R&D paths of organisations located in multiple countries. Not only big firms but also SMEs could be the subject of further study.
Previous studies concentrated on the conservation, accumulation and recycling of knowledge without considering the interplay of micro and macro factors interacting with “meso” factors. This study takes as its root the assimilation and cross‐fertilisation of technical knowledge, a “create and control mechanism” for an integrated new R&D model, aligning micro initiatives with macro‐level postures at the regulatory levels.
