Mergers and Acquisitions Dynamics in the Biotechnology Industry
Abstract This article aims to provide an explanation of the driving forces of consolidation involving genomics-based biotechnology and small pharma companies with large pharma. The factors that lead firms to choose acquisitions over alliances have set forth the foundation for a new form of governanc...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Amir-Aslani, Arsia [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2007 |
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| Schlagwörter: |
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| Anmerkung: |
© Adis Data Information BV 2007 |
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| Übergeordnetes Werk: |
Enthalten in: Pharmaceutical medicine - Auckland : Wolters Kluwer Health Adis, 2008, 21(2007), 2 vom: Apr., Seite 147-156 |
|---|---|
| Übergeordnetes Werk: |
volume:21 ; year:2007 ; number:2 ; month:04 ; pages:147-156 |
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| DOI / URN: |
10.2165/00124363-200721020-00004 |
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10.2165/00124363-200721020-00004 doi (DE-627)SPR035362057 (SPR)00124363-200721020-00004-e DE-627 ger DE-627 rakwb eng Amir-Aslani, Arsia verfasserin aut Mergers and Acquisitions Dynamics in the Biotechnology Industry 2007 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Adis Data Information BV 2007 Abstract This article aims to provide an explanation of the driving forces of consolidation involving genomics-based biotechnology and small pharma companies with large pharma. The factors that lead firms to choose acquisitions over alliances have set forth the foundation for a new form of governance of technological change. The synergies resulting from internally coherent and mutually supportive resources along the drug discovery value chain totally justifies much of the mergers and acquisitions (M&A) activity. As such, M&A can help firms become more competitive through the reconfiguration of their resources, skills and capabilities in the face of changing business environments. There is clearly an awareness that finding a gene or protein target does not automatically lead to a new therapeutic drug. As such, many of the genomics companies have gone through a reality check and realised that they do not have the necessary expertise, intellectual property and resources for securing their long-term survival. Consequently, acquisitions have multiplied over the last years, mainly fuelled by such requirements as managing product portfolios, accessing critical capabilities, entering new markets, building critical mass, accelerating research and development, and reducing costs. Stock Market (dpeaa)DE-He213 Drug Discovery (dpeaa)DE-He213 Initial Public Offering (dpeaa)DE-He213 Product Portfolio (dpeaa)DE-He213 Drug Discovery Process (dpeaa)DE-He213 Megarbane, Bruno aut Enthalten in Pharmaceutical medicine Auckland : Wolters Kluwer Health Adis, 2008 21(2007), 2 vom: Apr., Seite 147-156 (DE-627)56017375X (DE-600)2415180-4 1179-1993 nnns volume:21 year:2007 number:2 month:04 pages:147-156 https://dx.doi.org/10.2165/00124363-200721020-00004 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER SSG-OLC-PHA GBV_ILN_120 GBV_ILN_150 AR 21 2007 2 04 147-156 |
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10.2165/00124363-200721020-00004 doi (DE-627)SPR035362057 (SPR)00124363-200721020-00004-e DE-627 ger DE-627 rakwb eng Amir-Aslani, Arsia verfasserin aut Mergers and Acquisitions Dynamics in the Biotechnology Industry 2007 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Adis Data Information BV 2007 Abstract This article aims to provide an explanation of the driving forces of consolidation involving genomics-based biotechnology and small pharma companies with large pharma. The factors that lead firms to choose acquisitions over alliances have set forth the foundation for a new form of governance of technological change. The synergies resulting from internally coherent and mutually supportive resources along the drug discovery value chain totally justifies much of the mergers and acquisitions (M&A) activity. As such, M&A can help firms become more competitive through the reconfiguration of their resources, skills and capabilities in the face of changing business environments. There is clearly an awareness that finding a gene or protein target does not automatically lead to a new therapeutic drug. As such, many of the genomics companies have gone through a reality check and realised that they do not have the necessary expertise, intellectual property and resources for securing their long-term survival. Consequently, acquisitions have multiplied over the last years, mainly fuelled by such requirements as managing product portfolios, accessing critical capabilities, entering new markets, building critical mass, accelerating research and development, and reducing costs. Stock Market (dpeaa)DE-He213 Drug Discovery (dpeaa)DE-He213 Initial Public Offering (dpeaa)DE-He213 Product Portfolio (dpeaa)DE-He213 Drug Discovery Process (dpeaa)DE-He213 Megarbane, Bruno aut Enthalten in Pharmaceutical medicine Auckland : Wolters Kluwer Health Adis, 2008 21(2007), 2 vom: Apr., Seite 147-156 (DE-627)56017375X (DE-600)2415180-4 1179-1993 nnns volume:21 year:2007 number:2 month:04 pages:147-156 https://dx.doi.org/10.2165/00124363-200721020-00004 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER SSG-OLC-PHA GBV_ILN_120 GBV_ILN_150 AR 21 2007 2 04 147-156 |
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Abstract This article aims to provide an explanation of the driving forces of consolidation involving genomics-based biotechnology and small pharma companies with large pharma. The factors that lead firms to choose acquisitions over alliances have set forth the foundation for a new form of governance of technological change. The synergies resulting from internally coherent and mutually supportive resources along the drug discovery value chain totally justifies much of the mergers and acquisitions (M&A) activity. As such, M&A can help firms become more competitive through the reconfiguration of their resources, skills and capabilities in the face of changing business environments. There is clearly an awareness that finding a gene or protein target does not automatically lead to a new therapeutic drug. As such, many of the genomics companies have gone through a reality check and realised that they do not have the necessary expertise, intellectual property and resources for securing their long-term survival. Consequently, acquisitions have multiplied over the last years, mainly fuelled by such requirements as managing product portfolios, accessing critical capabilities, entering new markets, building critical mass, accelerating research and development, and reducing costs. © Adis Data Information BV 2007 |
| abstractGer |
Abstract This article aims to provide an explanation of the driving forces of consolidation involving genomics-based biotechnology and small pharma companies with large pharma. The factors that lead firms to choose acquisitions over alliances have set forth the foundation for a new form of governance of technological change. The synergies resulting from internally coherent and mutually supportive resources along the drug discovery value chain totally justifies much of the mergers and acquisitions (M&A) activity. As such, M&A can help firms become more competitive through the reconfiguration of their resources, skills and capabilities in the face of changing business environments. There is clearly an awareness that finding a gene or protein target does not automatically lead to a new therapeutic drug. As such, many of the genomics companies have gone through a reality check and realised that they do not have the necessary expertise, intellectual property and resources for securing their long-term survival. Consequently, acquisitions have multiplied over the last years, mainly fuelled by such requirements as managing product portfolios, accessing critical capabilities, entering new markets, building critical mass, accelerating research and development, and reducing costs. © Adis Data Information BV 2007 |
| abstract_unstemmed |
Abstract This article aims to provide an explanation of the driving forces of consolidation involving genomics-based biotechnology and small pharma companies with large pharma. The factors that lead firms to choose acquisitions over alliances have set forth the foundation for a new form of governance of technological change. The synergies resulting from internally coherent and mutually supportive resources along the drug discovery value chain totally justifies much of the mergers and acquisitions (M&A) activity. As such, M&A can help firms become more competitive through the reconfiguration of their resources, skills and capabilities in the face of changing business environments. There is clearly an awareness that finding a gene or protein target does not automatically lead to a new therapeutic drug. As such, many of the genomics companies have gone through a reality check and realised that they do not have the necessary expertise, intellectual property and resources for securing their long-term survival. Consequently, acquisitions have multiplied over the last years, mainly fuelled by such requirements as managing product portfolios, accessing critical capabilities, entering new markets, building critical mass, accelerating research and development, and reducing costs. © Adis Data Information BV 2007 |
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Mergers and Acquisitions Dynamics in the Biotechnology Industry |
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