http://repub.eur.nl/res/aut/6/ List of Publications en http://repub.eur.nl/static-eur/img/logo.png http://repub.eur.nl http://repub.eur.nl/res/pub/39422/ 2013-03-20T00:00:00Z To date, vaccination is the most cost-effective strategy to combat infectious diseases. Recently, a productivity gap affects the pharmaceutical industry. The productivity gap describes the situation whereby the invested resources within an industry do not match the expected product turn-over. While risk profiles (combining research and development timelines and transition rates) have been published for new chemical entities (NCE), little is documented on vaccine development. The objective is to calculate risk profiles for vaccines targeting human infectious diseases. A database was actively compiled to include all vaccine projects in development from 1998 to 2009 in the pre-clinical development phase, clinical trials phase I, II and III up to Market Registration. The average vaccine, taken from the preclinical phase, requires a development timeline of 10.71 years and has a market entry probability of 6%. Stratification by disease area reveals pandemic influenza vaccine targets as lucrative. Furthermore, vaccines targeting acute infectious diseases and prophylactic vaccines have shown to have a lower risk profile when compared to vaccines targeting chronic infections and therapeutic applications. In conclusion; these statistics apply to vaccines targeting human infectious diseases. Vaccines targeting cancer, allergy and autoimmune diseases require further analysis. Additionally, this paper does not address orphan vaccines targeting unmet medical needs, whether projects are in-licensed or self-originated and firm size and experience. Therefore, it remains to be investigated how these - and other - variables influence the vaccine risk profile. Although we find huge differences between the risk profiles for vaccine and NCE; vaccines outperform NCE when it comes to development timelines. http://repub.eur.nl/res/pub/31307/ 2011-08-11T00:00:00Z Gold dimensions of pharmaceutical drug development indicate that it takes on average 11.9 years, with an investment around US$ 0.8 Billion, to launch one product on the market. Furthermore, approximately 22% of the drug candidates successfully complete clinical testing. These universally acknowledged proportions largely originate from one single, much cited publication; Dimasi et al. [5]. However an additional six articles describing new chemical entities (NCE) development were identified, which contain little, if any, information on vaccines. Published cumulative success rates range from 7% to 78% and investments calculations span US$ 0.8 to 1.7 Billion. Obviously this disserves further clarification? http://repub.eur.nl/res/pub/16227/ 2009-04-08T00:00:00Z This study integrates the concepts of value creation and value claiming into a theoretical framework that emphasizes the dependence of resource value maximization on value-claiming motivations in outsourcing decisions. To test this theoretical framework, it develops refutable implications to explain the firm's outsourcing decision, and it uses data from 178 firms in the publishing and printing industry on outsourcing of application services. The results show that in outsourcing decisions, resource value and transaction costs are simultaneously considered and that outsourcing decisions are dependent on alignment between resource and transaction attributes. The findings support a resource contingency view that highlights value-claiming mechanisms as resource contingency in interorganizational strategic decisions. http://repub.eur.nl/res/pub/11218/ 2007-02-01T00:00:00Z In this paper, exploration and exploitation are conceptualized in terms of a nonlocal-local search continuum in three-dimensional supply, demand, and geographic space. Using cross-sectional data from a wide range of manufacturing industries, we develop and validate an operational measure of the exploration-exploitation concept. In line with theory-based arguments, our analysis suggests that the value of supply-side, demand-side, and spatial exploration and exploitation is contingent on the environment. While boundary-spanning supply-side search is found to be positively associated with innovation in more-dynamic environments typical of the entrepreneurial regime phase of technology evolution, such exploration appears to hurt innovation in less-dynamic environments. In a reverse fashion, while boundary-spanning demand-side search is found to be favorably associated with innovation in less-dynamic environments, it appears to harm innovation in a more-dynamic context. Interestingly, spatial boundary-spanning search seems to contribute to innovation in more- as well as less-dynamic environments. With the caveat that the substantive findings of this study are based on cross-sectional data, we discuss the implications of our work and future research directions. http://repub.eur.nl/res/pub/6456/ 2004-09-01T00:00:00Z Adopting an information-process perspective, this article conceptualizes exploration orientation in terms of scope of information acquisition. In line with this conceptualization, a multidimensional operational measure of exploration orientation is developed and its internal consistency established. The measure appears to have nomological validity in that it behaves as predicted with measures of variables hypothesized to be related to exploration orientation. Consistent with the emerging co-evolution framework, environmental pressures as well as managerial intentions are found to influence an organization's exploration behaviour. Specifically, empirical results indicate that more environmental dynamism, a stronger organization mission, a prospector orientation and larger slack resources are associated with a greater exploration orientation. Implications, shortcomings and future research directions are discussed. http://repub.eur.nl/res/pub/1494/ 2004-08-13T00:00:00Z Increasing returns means that self-reinforcing mechanisms are at work within firms and markets. These mechanisms come in four forms: scale effects, learning effects, network effects and social interaction effects. Some industries are more sensitive to increasing returns than others. It is important that managers are able to assess the increasing returns sensitivity of their industry. Therefore we have developed an analytical tool that allows managers to assess their industry’s sensitivity to increasing returns. Four case studies are used to illustrate this typology. The analytic tool shows that an industry has high increasing returns sensitivity if a combination of the following situations exists: 1) high fixed costs and low, or even zero, variable costs, indicating a high sensitivity to scale effects, 2) a high level of complexity of the business process and/or the products, indicating a high sensitivity to learning effects, 3) low product utility and high network utility, indicating a high sensitivity to network effects and finally, 4) a high degree of social involvement by customers and potential customers, indicating a high sensitivity to social interaction effects. http://repub.eur.nl/res/pub/1179/ 2004-02-27T00:00:00Z During the 1990s Baan Company became a market leader in the enterprise applications industry. Its mission was to become an independent software manufacturer, serving a global market. To speed up growth, Baan developed its Baan Web strategy which implied a far-reaching renewal of its corporate strategy. Burgelman and Grove (1996) define the moment of choosing a new strategy as a strategic inflection point. Their framework named “Dynamic Forces in Firm Evolution” explains that ssuccessful development and implementation of a new corporate strategy is a process of aligning five dynamic forces. The focus of this study is on the vital role of the internal selection environment. This force regulates the allocation of the company’s scarce resources – cash, competences/capabilities and senior management attention – to strategic action. It is the crucial force in the continuing alignment processes that have to take place. Every company has a unique combination of distinctive competences (Burgelman) or dynamic capabilities (Teece). The study explains that to execute a new strategy successfully new competences/capabilities have to be developed based on existent ones. The development of Baan’s corporate strategy is analyzed and discussed with reference to the Technology Adoption Life Cycle (Moore). The study concludes with the management implications of a strategic inflection point. http://repub.eur.nl/res/pub/427/ 2003-06-05T00:00:00Z Verschillende marktstructuren en typen waardensystemen geven een indicatie in welk veranderend krachtenveld bedrijfshuishoudingen tegenwoordig opereren. In deze rede wordt de volgende vraag gesteld: Wat is de betekenis van marktstructuren (en waardensystemen) voor de ondernemingsscope?De insteek is om zinvolle bijdragen te leveren aan het scherp op het netvlies krijgen van het "vliegwiel van vernieuwingen" dat juist op het meso-niveau manifest wordt. Om meer inzicht te krijgen in de ondernemingsscope wordt een raamwerk geconstrueerd naar drie dimensies: product/markt, verticale integratie en geografie. Het raamwerk kent ook een tentatieve uitbreiding met een vierde dimensie: totaalprobleemoplossend vermogen. Binnen het raamwerk wordt een relatieve dimensiefixatie ondertekend. Dit geeft aan dat een wijziging in een van de vier dimensies niet los kan worden gezien van de overige dimensies. Zo gaat een inkrimping van het aantal product/marktcombinaties idealiter samen met een geografische uitbreiding en het streven om van stand-alone componenten, modulen, producten en diensten naar een integrale probleemoplossing te geraken gaat samen met het beperken van de verticale integratie. Met het gegeven raamwerk is de limiet van de ondernemingsscope in kaart te brengen. Het vraagstuk van de ondernemingsscope wordt bepaald door de dynamische balans van zowel de bepaling van de strategische kern van de bedrijfshuishouding als de toegang tot de juiste netwerken, welke zijn ingebed in meer of minder open marktstructuren. Bedrijfshuishoudingen worden geacht die activiteiten zelf of in samenspel met derden op te pakken, waarbij sprake is van het uitventen van de economies of scale, scope, span en speed. http://repub.eur.nl/res/pub/237/ 2002-10-22T00:00:00Z Transaction value analysis (TVA) integrates the concepts of resource heterogeneity and transaction cost economics into a single framework, which emphasizes both value creation and value claiming in firms' vertical integration decisions. Using a TVA perspective, we develop hypotheses to explain the firm's intent to outsource application services. A sample of 178 firms in the publishing and printing industry in The Netherlands is used to test the hypotheses. This paper finds that firms take both value-creation and value-claiming motivations into consideration, with value creation having on average a dominating impact, thus substantiating the TVA framework. However, we also find that if the risks of opportunism in outsourcing contracting are high, value creation becomes the less important factor in make-or-buy decisions. Furthermore, the paper shows that the need for flexibility is a major driver of governance choice for value-creation as well as for value-claiming motivations. Implications and future research directions are discussed. http://repub.eur.nl/res/pub/200/ 2002-05-17T00:00:00Z This study empirically investigates the influence of the market-bound (i.e., interaction and network effects) on the firm-bound (i.e., scale and learning effects) self-reinforcing mechanisms, and their combined effect on product and organizational performance. The findings from a sample of 257 manufacturing firms reveal that interaction effects have a positive effect on network effects. Network effects have a positive impact on the potential for firms to realize scale and learning effects, which in turn, is positively related to their actual realization of these effects. The actual realization of scale and learning effects has a positive effect on product performance, which in turn positively influences organizational performance. These effects are robust across industries and provide ample opportunities for future research. http://repub.eur.nl/res/pub/54/ 2000-11-13T00:00:00Z The focus of this study is on the challenges faced by managers in effectively dealing with the new management logic of increasing returns as the information and knowledge intensity of their transformation processes rises. Dealing with these challenges is especially relevant for companies currently making the transition from capital and physical labor intensive transformation processes (old economy) to information and knowledge intensive transformation processes (new economy). For these companies, this study provides a definition of increasing returns, explains the sources of increasing returns and develops tools for monitoring the realization of increasing returns. These tools are applied at the Randstad Group, a leading temporary employment agency based in the Netherlands, currently making the transition from the old to the new economy. The study concludes with a discussion of the management implications of the new logic of increasing returns and suggestions for further research.