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The aim of this paper is to describe an innovative practice that has implication for new product developers within and outside the pharmaceutical industry.

The case describes an approach to managing the risk inherent in marketing drugs. The organization's original name has been retained, although individual managers' names have been changed at its request. Interviews with former company employees and publicly available data were used to write the case study.

The paper provides information and action approaches to new product developers that may reduce the risk of losing products to regulatory action. The subject company devised a risk management response to its product development. Their results offer direct implications for new product development teams in the drug industry. By extension, the implications may aid traditional companies outside of the pharmaceutical industry.

As in all case studies, the specific conditions found in one organization may not be found more generally in others. Readers are cautioned that the conclusions drawn in the case may have limited applicability.

The case depicts an innovative application of the risk minimization to the new product development process. Other organizations may find the technique of value in their own efforts.

The case is the first to describe a successful application of risk management to the product development/product management process. It offers the potential of improving the lifetime of pharmaceutical products in the marketplace, allowing the company a longer time to reap profits.

Randall W. Eberts, Ph.D., is the executive director of the W. E. Upjohn Institute for Employment Research, Kalamazoo, Michigan.Mary Hatwood Futrell, Ed.D., is president of Education International (EI), headquartered in Brussels, Belgium, and dean of the Graduate School of Education and Human Development at George Washington University, Washington, DC.Bob Harris, M.A., Dip.T (Sec.), (Australia), advanced study at the Institut Universitaire des Hautes Etudes Internationales, Geneva, is a former EI executive director and current senior consultant based in Nyon, Switzerland.Ronald D. Henderson, Ph.D., is the director of the Research Department at the National Education Association, Washington, DC.Rachel Hendrickson, Ph.D., is the higher education coordinator in the Membership and Organizing Department at the National Education Association, Washington, DC.Kevin Hollenbeck, Ph.D., is a senior economist and director of publications at the W. E. Upjohn Institute for Employment Research, Kalamazoo, Michigan.Susan Moore Johnson, Ed.D., is Carl H. Pforzheimer, Jr., Professor of Teaching and Learning at the Harvard University Graduate School of Education, Cambridge, Massachusetts.Charles T. Kerchner, Ph.D., is Hollis P. Allen Professor of Education at the Claremont Graduate University, Claremont, California.Julia E. Koppich, Ph.D., is president of Koppich & Associates, an education policy research and consulting firm, in San Francisco, California.Carrie M. Lewis, J.D., is a senior writer-editor in the Government Relations Department at the National Education Association, Washington, DC.Christine Maitland, Ph.D., is a former higher education coordinator for the National Education Association who now works on higher education issues with the NEA’s Pacific Regional Office in Burlingame, California.Christine E. Murray, Ph.D., is a professor in the Department of Education and Human Development and dean of the School of Professions, State University of New York College at Brockport.Diane Shust, J.D., M.S.Ed., is the director of the Government Relations Department at the National Education Association, Washington, DC.Joe A. Stone, Ph.D., is W. E. Miner Professor of Economics at the University of Oregon, Eugene.Wayne J. Urban, Ph.D., is Regents’ Professor of Education in the Department of Educational Policy Studies at Georgia State University, Atlanta.Fred van Leeuwen is the general secretary of Education International, Brussels, Belgium.Maris A. Vinovskis, Ph.D., is Bentley Professor of History, senior research scientist at the Institute for Social Research, and faculty member of the Gerald R. Ford School of Public Policy at the University of Michigan, Ann Arbor.Paul Wolman, Ph.D., is a senior policy analyst in the Research Department at the National Education Association, Washington, DC.

An assumption underlying the concept of the metanational is that the necessary knowledge, ideas, and assets for creating new business opportunities are spread across the world. Most firms, even those that are multinational in scope, are not highly effective at accessing or making use of globally dispersed knowledge because they are deeply embedded in their home market, and their overseas subsidiaries (for the most part) act on the orders of their parent company rather than taking autonomous action.

A total of 2,792 document titles published in a specialized subject bibliography entitled The Prostaglandins by the Upjohn Company, USA, was examined. There was a slight but significant increase in information content of the titles with time. Employing the Montgomery‐Swanson method, it was found that about 80 per cent of the papers had at least one ‘prostaglandin‐term’ in their titles. The data obtained in this study are compared with those obtained in earlier studies.

The authors contend that health care remains a high priority in the United States, despite a number of policy efforts to restructure the country's health care system. The authors also believe that the research‐based, multinational pharmaceutical companies in the USA will survive a period of industry‐wide compression and emerge stronger than they are now. These companies will benefit partly from an expanding worldwide market, partly from the overall priority given to health by ageing populations in the industrialised world, and partly from the new wave of technological innovation.

December 17, 1968 Trade dispute — Act in furtherance of — Procuring breach of contract — Inter‐union rivalry in hotel industry — Picketing hotel employing no members of union — Interference with oil contracts — Force majeure clause in oil contract — Whether in contemplation or furtherance of “trade dispute” — Whether torts by or on behalf of trade union restrainable by injunction — Trade Disputes Act, 1906 (6 Edw. VII, c. 47), ss. 3, 4(1), 5(3).

States that although Japan's pharmaceutical industry has succeeded in steadily advancing its total sales revenues in recent years, its market share of worldwide volume has actually retreated slightly. Its major competitor continues to be the USA, while its three top European rivals: Germany, France and Italy ‐ in combination ‐ have consistently outperformed Japan. Significantly, Japan remains the single largest recipient of US pharmaceutical exports with a surplus over imports of more than $500 billion. Discusses various findings based on survey results within Japan's market structure. Posits that the US experience shows that successfully operating on the Japanese market requires considerable preparation, especially in the areas of distribution and promotion. Owing to the technical segmentation and endemic distribution system of the Japanese pharmaceutical industry, concludes that it is unlikely that the pharmaceutical industry in Japan will rise to dominate this industrial sector on a global basis as they have prevailed in others.

October 21, 1969 Master and Servant — Redundancy — Calculation of payment — Continuous employment — “Temporary cessation of work” — Employers' work shortage — Dismissal — Re‐employment — Whether period of qualifying service broken — Contracts of Employment Act, 1963 (c.49), Sch. 1, para. 5(1)(b) — Redundancy Payments Act, 1965 (c.62), s.1 (1), Sch. 1, para. 1(1).