Advanced search

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

Publication date: 1 April 2008

Abstract

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.

Keywords

Citation

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. https://doi.org/10.1108/1525383X200800016

Download as .RIS

Publisher

:

Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited

To read the full version of this content please select one of the options below

You may be able to access this content by logging in via Shibboleth, Open Athens or with your Emerald Account.
To rent this content from Deepdyve, please click the button.
Rent from Deepdyve
If you think you should have access to this content, click the button to contact our support team.
Contact us
Manage cookies

We’re listening — tell us what you think

Join us on our journey