Compliance–innovation: integrating quality and compliance knowledge and practice

Doyle, Eleanor; McGovern, Damien; McCarthy, Stephen

doi:10.1080/14783363.2014.914641

Cited by 10 publications

(6 citation statements)

References 25 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The product quality and management of quality is and has always been a very critical issue in the pharmaceutical industry. Any product needs to meet customer expectations, product specifications and regulatory requirements (Tzavara and Heritier, 2012; Doyle et al , 2014). Failure to meet product specification results in a product that meets neither customer specification nor requirements defined by the regulatory agencies.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Examining the integration of continuous improvement and strategic planning in select pharmaceutical companies in India: a case study

Kaur¹,

Kaushik

2021

TQM

View full text Add to dashboard Cite

PurposeThe objective of the study is to examine the extent to which pharmaceutical companies in India rely on traditional planning approaches rather than the new learning approach to strategic planning. In addition to that, the study also seeks to examine the perceived ability of the pharmaceutical companies in India to integrate continuous improvement goals and product quality into the overall strategic planning and success in implementing total quality management (TQM) programs examined through three particular continuous improvement mindsets.Design/methodology/approachThe study collected data from select pharmaceutical companies in India through survey technique using a standardized questionnaire through online mode. A descriptive statistical analysis is performed to examine the extent of integration of strategic planning and continuous improvement in the select pharmaceutical companies in India.FindingsThe results of the study indicate that pharmaceutical companies in India still rely greatly on traditional planning methods for strategic planning. However, a shift is also observed toward adoption of best practice management and modern strategic management techniques. The study also demonstrates that continuous improvement goals and strategies are included into the corporate strategic planning.Research limitations/implicationsThe study employs only descriptive statistics, and no hypotheses are generated in the study because the objective is not to generalize the findings. The process of formulating quality goals and integrating them with strategy is typical to any company. Therefore, the findings cannot be generalized. The findings of the study do not given any insights into the strategic quality management process due to online mode of data collection. Also, the focus on the study is on the internal management of quality in an organization and factors in the external environment or in the value chain outside the firm, influencing strategic management of quality are beyond the scope of present study.Practical implicationsConsidering the significance of quality of products, an understanding of the link between quality and strategic goals helps the managers in pharmaceutical industry to align the strategic planning goals with quality goals ensuring that the entire organization moves in same strategic direction.Originality/valueThe strong focus quality in pharmaceutical industry in India has given impetus to development of well-managed quality programs on the shop-floor to remain competitive and survive in the highly competitive global markets. However, no such study is conducted so far to understand the extent to which continuous improvement or TQM practices are integrated into strategic planning in the pharmaceutical companies in India.

show abstract

Section: Introductionmentioning

confidence: 99%

“…Failure to meet product specification results in a product that meets neither customer specification nor requirements defined by the regulatory agencies. The outcome of product quality failure is the imposition of fines, product recalls and regulatory citations (Doyle et al , 2014; Tzavara and Heritier, 2012).…”

Section: Introductionmentioning

confidence: 99%

Examining the integration of continuous improvement and strategic planning in select pharmaceutical companies in India: a case study

Kaur¹,

Kaushik

2021

TQM

View full text Add to dashboard Cite

show abstract

“…It offers conceptual bridging between the compliance and innovation domains, as it relates to the information and knowledge identified, perceived and acted upon. Thus, a company can bring together effective knowledge relating to the quality management processes (internal context) and compliance function (external context) to enhance the AC (Doyle et al, 2014).…”

Section: Data Analysis and Resultsmentioning

confidence: 99%

Absorptive capacity and organizational mechanisms

Páez

Ferreira

2019

RIBS

View full text Add to dashboard Cite

Purpose This study aims to contribute to fill the gap in the existing absorptive capacity (AC) literature relating to how organizational mechanisms applied both at the national and international level affect a firm’s AC. Design/methodology/approach A systematic literature review was carried out using analytical articles from two sources – Web of Science and Scopus – aiming to cover as many studies related to the AC research topic. Findings The results show that the majority of the studies do not include a specific analysis of an organizational mechanism’s role as mediator or moderator of a firm’s AC. The analysis of the reverse knowledge set of mechanisms will provide for international business scholars and practitioners a compilation of specific strategies that MNC apply to improve AC. Originality/value The study identifies four sets of organizational mechanisms: external search strategy; organizational knowledge management; reverse knowledge; and mechanisms not orientated to knowledge management; and it describes their specific relationships with AC.

show abstract

“…Compliance-Innovation (C-I) refers to an integrated organization-wide approach to innovation processes and GRC activities (Doyle, McGovern and McCarthy, 2014). It requires elevating GRC from its traditional tactical-level focus to a leadership tool where opportunity recognition, innovation, and business sustainability are at the heart of all strategic thinking (Hansen and Birkinshaw, 2007;Zahra and George, 2002).…”

Section: Compliance-innovationmentioning

confidence: 99%

Mind-of-the-Product - At the Heart of GRC Knowledge Integration

Doyle

McGovern²

2014

Proceedings of the International Conference on Knowledge Management and Information Sharing

Self Cite

View full text Add to dashboard Cite

The organisational capacities to absorb, adapt and reconfigure resources in response to market challenges, regulatory reform and complex stakeholders and their expectations is necessary to achieve the strategic growth businesses need. Through the Mind-of-the Product (MotP) concept we outline how the variety of targets demanding business attention can cohere to support innovation grounded in compliance-centred processes. The MotP is developed as a foundational leadership concept for integrating organisational knowing, innovation and knowledge management.

show abstract

Compliance–innovation: integrating quality and compliance knowledge and practice

Cited by 10 publications

References 25 publications

Examining the integration of continuous improvement and strategic planning in select pharmaceutical companies in India: a case study

Examining the integration of continuous improvement and strategic planning in select pharmaceutical companies in India: a case study

Absorptive capacity and organizational mechanisms

Mind-of-the-Product - At the Heart of GRC Knowledge Integration

Contact Info

Product

Resources

About