Managerial knowledge and learning in biotechnology firms

A number of studies have suggested that new, restructured, and global organizations may require different managerial competencies than previously considered (Miles and Snow 1996; DuGay, Salaman, and Rees 1996; Bartlett and Ghoshal 1997; Spreitzer, McCall, Mahoney 1997; Prahalad 1998; Gregersen, Morrison, Black 1998). Most biotechnology firms are new organizations in an industry that has emerged within the past twenty-five years. Since its beginning, the biotechnology industry has been marked by growth, volatility, and competition for intellectual and scientific resources. The study focused on the role of the biotechnology manager and the characteristics needed for effective management of biotechnology firms. The research integrates concepts from management and organization theory as well as learning theory. The research design included semi-structured interviews with a number of scientists and managers and subsequent analysis that followed the grounded theory approach of Strauss and Corbin (1998). Participants were asked to discuss their understanding and interpretation of the managerial role, the knowledge needs of biotechnology managers, and the relationship of management to the science endeavor in their companies. The results of the study indicate that the characteristics for successful management of biotechnology firms represent a range of competencies in entrepreneurship, adaptability, timeliness, collaboration, and knowledge management. This research provides a foundation for other studies on the contemporary managerial role and contributes to current theories in management and education.