Publication: Business Development : Aufgaben, Organisation und Implementierung ; Fallstudien aus der deutschen Biotechnologie-Industrie -
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Date
2005
Authors
Kind, Sonja
Journal Title
Journal ISSN
Volume Title
Publisher
opus
Abstract
Die Bezeichnung 'Business Development' ist in modernen High-Tech-Industrien wie der Biotechnologie-Industrie mittlerweile sehr populär geworden. Während bekannt ist, welche strategischen Entwicklungsoptionen für eine Unternehmensentwicklung potentiell zur Verfügung stehen, weiß man jedoch nur wenig darüber, was Business Development genau bedeutet und wie es in der Praxis durchgeführt und organisiert wird. Die Untersuchung erfolgt im Kontext der deutschen Biotechnologie-Industrie, da die jungen Biotech-Unternehmen ein risikoreiches Geschäft verfolgen, meist noch nicht profitabel sind und daher in besonderer Weise gezwungen sind, ihr Unternehmen zu entwickeln bzw. Business Development zu betreiben. Basierend auf der Beobachtung, dass es nur geringfügige Kenntnisse über die eigentliche Praxis von Business Development gibt, dient in dieser Arbeit das relativ junge Forschungsgebiet 'Strategy-as-Practice' als theoretischer Bezugsrahmen. Die Vertreter dieses Forschungsgebietes greifen genau diesen Praxis-Aspekt auf und rufen zu einer Forschung auf, die Managern eine verstärkt praxisorientierte Hilfe an die Hand gibt. Die erste Forschungsfrage dieser Arbeit lautet: Wie wird Business Development von jungen Biotech-Unternehmen praktisch umgesetzt? In diesem Zusammenhang wird untersucht, welche Aufgaben eine Business Development-Funktion im Unternehmen hat, wie der Business Development-Prozess abläuft und wie das Business Development im Unternehmen organisiert wird. In diesem Kontext wird zusätzlich ein Augenmerk darauf gerichtet, wie Biotech-Unternehmen im Rahmen ihres Business-Development vorgehen, um Entwicklungsrisiken von Technologien und Produkten zu diversifizieren. Zweitens wird der Frage nachgegangen, ob es sich bei Business Development um eine vollständig neuartige Funktion handelt oder ob es sich um eine modifizierte Form bereits bestehender Funktionen wie der Strategischen Planung handelt. Die letzte Forschungsfrage behandelt schließlich, welche Faktoren bei der Institutionalisierung der Business Development-Funktion eine Rolle spielen. Aufgrund der Neuartigkeit der Fragestellung und der fehlenden theoretischen Basis wird zur Untersuchung dieser Fragen ein qualitativer Fallstudien-Ansatz gewählt. 15 Fallstudien-Unternehmen aus der deutschen Biotechnologie-Industrie dienen hier als Untersuchungsobjekt. Diese haben entweder einen Fokus auf Produkt- bzw. Technologieentwicklungen oder verfolgen einen hybriden Ansatz.
Over the last few years the term 'business development' has become very popular in such modern high-tech-industries as the biotechnology industry. Generally, companies are very well aware of which strategic options are available for their development. The knowledge of the precise meaning of business development, however, is largely absent; companies often lack the understanding of how to carry it out in practice or of how to organize it. This study deals with this subject in the context of the German biotechnology industry. As many of these, usually younger companies are active in a high-risk business and have not yet become profitable, they find themselves forced to focus intensively on their business development. As there is a paucity of knowledge in the actual practice of business development, this study exploits the relatively new research approach 'strategy-as-practice' to build a theoretical framework. Researchers using this perspective focus particularly on the practice aspects of strategic management, calling for a more practice-oriented research intended to help managers in practice. The first research question posed is: How is business development of young biotech companies implemented in practice? In this context particular attention is paid to the aspect of how biotech companies diversify their risks when developing technologies and products. Second, the study looks at whether business development is a completely new functional form within a company or if it is a modified version of already existing functions, such as strategic planning. The last research question deals with the factors that play a key role in the institutionalization of the function business development. Due to the novelty of the research questions and the resulting lack of a theoretical basis, this paper uses a qualitative case study. Fifteen German biotech companies are selected for the case studies, all of which are either focussed on product development, respectively technology development, or are pursuing a hybrid approach.
Over the last few years the term 'business development' has become very popular in such modern high-tech-industries as the biotechnology industry. Generally, companies are very well aware of which strategic options are available for their development. The knowledge of the precise meaning of business development, however, is largely absent; companies often lack the understanding of how to carry it out in practice or of how to organize it. This study deals with this subject in the context of the German biotechnology industry. As many of these, usually younger companies are active in a high-risk business and have not yet become profitable, they find themselves forced to focus intensively on their business development. As there is a paucity of knowledge in the actual practice of business development, this study exploits the relatively new research approach 'strategy-as-practice' to build a theoretical framework. Researchers using this perspective focus particularly on the practice aspects of strategic management, calling for a more practice-oriented research intended to help managers in practice. The first research question posed is: How is business development of young biotech companies implemented in practice? In this context particular attention is paid to the aspect of how biotech companies diversify their risks when developing technologies and products. Second, the study looks at whether business development is a completely new functional form within a company or if it is a modified version of already existing functions, such as strategic planning. The last research question deals with the factors that play a key role in the institutionalization of the function business development. Due to the novelty of the research questions and the resulting lack of a theoretical basis, this paper uses a qualitative case study. Fifteen German biotech companies are selected for the case studies, all of which are either focussed on product development, respectively technology development, or are pursuing a hybrid approach.
Description
Bamberg, Univ., Diss., 2004
Keywords
Biotechnologie-Industrie, Fallstudien-Analyse, Institutionalisierung, M&A, Risiko, Diversifikation, Strategische Planung, Business Development, Case study, Institutionalization, Diversification, Strategic Planning, Strategy-as-Practice, Biotechnologie-Industrie, Fallstudien-Analyse, Institutionalisierung, M&A, Risiko, Diversifikation, Strategische Planung, Business Development, Case study, Institutionalization, Diversification, Strategic Planning, Strategy-as-Practice