产品、生产和供应链设计规则的趋同:来自制药业竞争前合作网络的证据

IF 6.5 2区 管理学 Q1 MANAGEMENT
Jagjit Singh Srai, Tomás Seosamh Harrington, Nitin R. Joglekar, Sriram Narayanan
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引用次数: 0

摘要

我们在竞争前的制造研发网络中解决了一个跨专业学习和协调的问题:早期阶段的联盟如何跨“不同”(知识需求不同,而不仅仅是基于内部)的专业网络开发产品?研发联盟的一个独特方面是,他们集成了跨产品、生产和供应链领域的知识。本文使用网络民族志作为方法,将社会网络分析与民族志方法相结合,同时利用10年的数据集,研究部署数字技术的制药连续制造中竞争前协作网络的演变。我们的分析揭示了一些机制,通过这些机制,产品和流程的设计规则被开发出来,并在产品、生产和供应链领域之间融合。具体地说,我们展示了设计规则,它既是“基于集合的”又是“跨专业的”,是使异质专业利益相关者能够交换知识和促进开发努力的融合的关键机制。其次,我们强调了边界制定者和机构参与者(即学术界和监管机构)在引导对话以实现早期研发环境中设计规则的融合方面的作用。这些发现的理论意义不仅与药物开发网络有关,而且与早期产品和技术开发网络有关。
本文章由计算机程序翻译,如有差异,请以英文原文为准。

Convergence of Product, Production, and Supply Chain Design Rules: Evidence From Pharmaceutical Pre-Competitive Collaboration Networks

Convergence of Product, Production, and Supply Chain Design Rules: Evidence From Pharmaceutical Pre-Competitive Collaboration Networks

We address a trans-specialist learning and coordination question in pre-competitive manufacturing R&D networks: how do early-stage consortia develop products across “dissimilar” (where knowledge requirements are different, and not solely based within) specialized networks? A unique aspect of the R&D consortia is that they integrate knowledge across product, production, and supply chain domains. This paper uses network ethnography as the methodology—in combining social network analysis with ethnographic methods—while drawing on a 10-year dataset on the evolution of pre-competitive collaboration networks in pharmaceutical continuous manufacturing deploying digital technologies. Our analysis reveals mechanisms through which design rules for products and processes are developed and converged across product, production, and supply chain domains. Specifically, we show that design rules, which are both “set-based” and “trans-specialized”, are the key mechanisms that enable heterogeneous specialist stakeholders to exchange knowledge and facilitate the convergence of development efforts. Second, we highlight the roles of boundary spanners and institutional actors (i.e., academia and regulatory bodies) in steering dialogues towards the convergence of design rules in early-stage R&D settings. The theoretical implications of these findings are not only germane to pharmaceutical drug development networks but also to early-stage product and technology development networks at large.

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来源期刊
Journal of Operations Management
Journal of Operations Management 管理科学-运筹学与管理科学
CiteScore
11.00
自引率
15.40%
发文量
62
审稿时长
24 months
期刊介绍: The Journal of Operations Management (JOM) is a leading academic publication dedicated to advancing the field of operations management (OM) through rigorous and original research. The journal's primary audience is the academic community, although it also values contributions that attract the interest of practitioners. However, it does not publish articles that are primarily aimed at practitioners, as academic relevance is a fundamental requirement. JOM focuses on the management aspects of various types of operations, including manufacturing, service, and supply chain operations. The journal's scope is broad, covering both profit-oriented and non-profit organizations. The core criterion for publication is that the research question must be centered around operations management, rather than merely using operations as a context. For instance, a study on charismatic leadership in a manufacturing setting would only be within JOM's scope if it directly relates to the management of operations; the mere setting of the study is not enough. Published papers in JOM are expected to address real-world operational questions and challenges. While not all research must be driven by practical concerns, there must be a credible link to practice that is considered from the outset of the research, not as an afterthought. Authors are cautioned against assuming that academic knowledge can be easily translated into practical applications without proper justification. JOM's articles are abstracted and indexed by several prestigious databases and services, including Engineering Information, Inc.; Executive Sciences Institute; INSPEC; International Abstracts in Operations Research; Cambridge Scientific Abstracts; SciSearch/Science Citation Index; CompuMath Citation Index; Current Contents/Engineering, Computing & Technology; Information Access Company; and Social Sciences Citation Index. This ensures that the journal's research is widely accessible and recognized within the academic and professional communities.
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