Policy, markets and knowledge: strategic synergies in Indian pharmaceutical firms

Chaturvedi, Kalpana; Chataway, Joanna and Wield, David (2007). Policy, markets and knowledge: strategic synergies in Indian pharmaceutical firms. Technology Analysis and Strategic Management, 19(5) pp. 565–588.

DOI: https://doi.org/10.1080/09537320701521309

Abstract

This paper addresses the question of how Indian pharmaceutical firms have transformed themselves from reverse-engineering firms focused on the domestic market to research-driven firms with global presence. It analyses the crucial and changing role of national, then international, innovation and regulatory policies and their impact on growth, performance and technology evolution of Indian pharmaceutical firms. The paper argues that although public policy increased market turbulence, it also provided new opportunities for firms to expand and build new technology, knowledge and market capabilities. From the 1950s Indian firms have pursued a variety of research, marketing and internationalization strategies to tackle changes prompted by policy, markets and knowledge complexities. The paper traces firm strategies that vary both in time and by firm, and argues that the successful firms have evolved substantively towards knowledge-based strategies. The paper then attempts to identify future directions for strategy, knowledge and markets.