Quality assurance and associated activities play an increasinglyimportant role in industry today. Aims to remind the academic of theneed to understand fully and consider…
Abstract
Quality assurance and associated activities play an increasingly important role in industry today. Aims to remind the academic of the need to understand fully and consider industrial sectors which operate in environments where computers and paper have no part to play.
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Vesela Veleva and Berkeley W. Cue Jr
The purpose of this paper is to benchmark current adoption of green chemistry (GC) practices by the innovative and generic pharmaceutical companies and examine the drivers…
Abstract
Purpose
The purpose of this paper is to benchmark current adoption of green chemistry (GC) practices by the innovative and generic pharmaceutical companies and examine the drivers, barriers and future opportunities.
Design/methodology/approach
The authors examined publicly available data for the top 10 “big pharma” and top ten generic drug manufacturers. Using the IQ Green Chemistry working group framework for effective GC programs, they scored each of the 20 companies in seven key areas.
Findings
The study finds that generic drug companies have not embraced GC at the level of the innovative pharmaceutical companies (average GC score of 2 vs 11 for “big pharma”). Top two barriers for them include: lack of pressure and incentives, and the burdensome regulatory process for making changes in the manufacturing process.
Research limitations/implications
The research is based on publicly disclosed information. It is possible that some generic drug manufacturers have begun to work internally on GC but have not disclosed externally yet. Future research should include a survey or interviews of generic drug manufacturers.
Practical implications
The company-level analysis, benchmarking framework and results are of value for researchers and practitioners interested in advancing greater adoption of GC by the pharmaceutical industry.
Originality/value
This study provides the first company-level benchmarking of GC adoption by the largest innovative and generics drug manufacturers. It contributes to the literature on the barriers and drivers for greater adoption of GC.
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The purpose of this paper is to present an interview with Professor Michael Beer of Harvard Business School, whose recent book is Higher Ambition: How Great Leaders Create…
Abstract
Purpose
The purpose of this paper is to present an interview with Professor Michael Beer of Harvard Business School, whose recent book is Higher Ambition: How Great Leaders Create Economic and Social Value, to learn what methods these leaders use.
Design/methodology/approach
The paper discusses his book, in whihc Beer and his co‐authors studied 36 corporate leaders who are recognized for inspiring their firms to create superior and lasting economic and social value. Beer calls this “higher ambition” management and says it is the key to transforming companies into high commitment, high performance organizations.
Findings
Beer and his co‐authors found evidence that creating social value unlocks the dormant creative energies that exist in all employees. Creating both social and economic value directly reinforces the primary motivators of people, purpose, autonomy and mastery.
Research limitations/implications
The authors did not systematically investigate leaders and companies who did not fit the higher ambition (HA) definition. Thus it is impossible to conclude definitively that the HA practices described in the book are distinctive – that they do not also exist in companies that do not fit the HA definition. The authors did, however, use their consulting experience with many companies over many years and interviews with a few CEOs who were not HA leaders to contrast HA leadership practices with “common” and “best practice.”
Practical implications
Beer's advice for rising executives aspiring to become higher‐ambition leaders: find your anchor, choose your teachers and company, learn from experience, and engage in honest conversations.
Originality/value
Beer explains why a leader's higher ambition is essential to creating a resilient and sustainable enterprise and how top CEOs do it.