Because selling innovative products is crucial to its livelihood, the pharmaceutical industry has a fundamental need to share knowledge to stimulate the process of…
Because selling innovative products is crucial to its livelihood, the pharmaceutical industry has a fundamental need to share knowledge to stimulate the process of knowledge creation. This study seeks to explore knowledge‐sharing enablers and barriers in pharmaceutical R&D.
A case study was carried out in a pharmaceutical company in Denmark. R&D professionals were asked to identify organizational enablers and barriers to knowledge sharing. Their accounts were processed as text during workshops. Data were condensed thematically. The analysis was combined with the conceptualization of tacit and explicit knowledge as proposed by Nonaka and Takeuchi.
The research shows that R&D professionals have different views and practices regarding engaging in knowledge sharing. This reveals that knowledge sharing is multi‐faceted and that one standard for R&D professionals does not exist. The enablers identified recognized the use of tacit knowledge. The existence of enablers and barriers with oppositional influence on knowledge‐sharing practices is evident. Furthermore, synergy is identified in the knowledge‐sharing enablers provided that the settings fostering personal closeness to colleagues are stimulated. Physical proximity to colleagues therefore has obvious influence on knowledge‐sharing practices.
This study was based on a single case study. The extent to which the findings can be generalized to other industries is unknown.
The findings have implications for R&D managers who must be aware of these professional diversities in order to enhance knowledge‐sharing practices. Attention should also be given to the synergies hidden in knowledge‐sharing enablers.
Focused implementation of enablers will increase knowledge‐sharing practices and minimize barriers.
This paper aims to review the latest management development across the globe and pinpoint practical implications from cutting‐edge research and case studies.
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Many organizations will realize that success depends on generating new ideas that inspire new innovations and lead to new products being launched. In certain industries, this sequence of events is even more important. Knowledge is the catalyst for any effective breakthrough. Knowledge is one of the most powerful assets for any company, not least because it is often unique and thus difficult to replicate. Fully exploiting this valuable resource is consequently a must. The best way to capitalize on knowledge is to share it. Two heads are after all better than one, or so the proverb claims. That being the case, sharing can enable different perspectives on current information to emerge. An equally exciting possibility is that entirely new knowledge will result from the activity.
The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.