International Entrepreneurship in the Life Sciences
Show Less

International Entrepreneurship in the Life Sciences

Edited by Marian V Jones, Colin Wheeler and Pavlos Dimitratos

In this thought-provoking book, leading experts explore why international entrepreneurship is important to the life sciences industry. From multi-disciplinary and cross-national perspectives, they question why international entrepreneurship scholars might usefully invest interest in research focused on one specific industry context.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 5: Partnership Formation in Small Biotech Companies

Niina Nummela and Outi Nurminen


Niina Nummela and Outi Nurminen INTRODUCTION In their recent Global Report on Biotechnology the consulting company Ernst & Young characterizes the industry as growing rapidly but highlights considerable challenges related to market and regulatory uncertainty. It also identifies three major drivers that are reshaping the whole industry: patent expiry, personalized medicine and globalization (Ernst &Young, 2008). The first two have been under debate for some time, but the third is particularly interesting, because if it really is the case that the gains from outsourcing and other attempts to decrease development costs are only temporary, the companies in this industry need urgently to reconsider their business models and revenue logic. Many of them will make major strategic moves in the near future, which will make the whole industry a very dynamic and interesting object of study. In geographical terms the biotechnology industry is scattered around the globe, with strong research-based centres in a small number of countries. The United States is the country with the largest number of firms (more than 2,000), although the European Union as a whole has more than 3,000 firms. Japan has more than 800 companies and France more than 750 (OECD, 2006). In sum, the biotechnology industry is of major significance in the global economy. This study will focus on the role of partnering in the industry. Biotech companies are typically very specialized and require complementary assets from different types of organization (Audretsch and Feldman, 2003, p. 274). Partnering brings financial resources and the vertical...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.