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Collaborative Integration in the Canadian Pharmaceutical Industry

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  • M J Anderson

    (Department of Geography, Queen's University, Kingston, Ontario, Canada K7L 3N6)

Abstract

Over the course of the 1980s, companies attempted to develop new organisational strategies to balance competition with collaboration. Although a variety of theoretical frameworks acknowledged this development there have been very few empirical studies in which the nature and extent of this collaborative integration and the implications for industries in the 1990s have been examined. In this paper, the Canadian pharmaceutical industry is used as the empirical context for an examination of collaboration. The author focuses on the relationship between small and large firms, biotechnology-based companies, and university research and argues that these collaborative linkages need to be more firmly developed in our theoretical discussions if we are to make sense of the corporate world in the 1990s.

Suggested Citation

  • M J Anderson, 1993. "Collaborative Integration in the Canadian Pharmaceutical Industry," Environment and Planning A, , vol. 25(12), pages 1815-1838, December.
    • Handle: RePEc:sae:envira:v:25:y:1993:i:12:p:1815-1838
    DOI: 10.1068/a251815
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    References listed on IDEAS

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    2. Peter Temin, 1979. "Technology, Regulation, and Market Structure in the Modern Pharmaceutical Industry," Bell Journal of Economics, The RAND Corporation, vol. 10(2), pages 429-446, Autumn.
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