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Strategic Inertia and the Japanese Pharmaceutical Industry

Stephanie Slater (Lecturer of international marketing, business, and strategy in the Business School at Cardiff University)
Stan Paliwoda (Chair of marketing in the Department of Marketing at the University of Strathclyde)
Jim Slater (Director of MBA Programmes and of International Strategy in the Business School at the University of Birmingham)

Multinational Business Review

ISSN: 1525-383X

Article publication date: 1 April 2008



This paper examines the behaviour of Japanese pharmaceutical corporations in the light of recent merger activity, questioning strategic momentum theory given the particularly significant influence of culture on the decision‐making process in this market. The international performance of Japan’s pharmaceutical industry has been poor; therefore, we examine the regional orientation of the top global pharmaceutical TNCs, inquiring as to why there has not been greater convergence among Triad countries. Irrespective of cultural differences, this industry has been slow to respond to international macro change, but mergers, acquisitions, and other convergence strategies are now being observed.



Slater, S., Paliwoda, S. and Slater, J. (2008), "Strategic Inertia and the Japanese Pharmaceutical Industry", Multinational Business Review, Vol. 16 No. 4, pp. 1-24.



Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited

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