R&D Performance and Gatekeepers
(Graduate School of Economics, University of Tokyo)
(Graduate School of Business Sciences, University of Tsukuba)
There is a difference between Japanese pharmaceutical companies and Merck in the
research and development style. The difference between both can be simplified down to
the existence of the gatekeeper managers. The innovation research was based on the
implicit premise that the gatekeeper had some merit. Then it was not clarified how the
organizational performance changed when the gatekeeper existed. As a result of our
agent-based simulation, it is proven that gatekeeper managers observed in Merck
contribute to the start-up speed of the projects and the idea quantity. In the actual
research and development process, the phenomena linked with our simulation results are
observed. From this new viewpoint, we try to analyze the case of Merck whether the
start-up speed becomes the competitive advantage in research and development or not.
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(amount of effective idea)
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Journal of Mathematical Sociology , 34:146–155, 2010Copyright © Taylor & Francis Group, LLCISSN: 0022-250X print/1545-5874 onlineDOI: 10.1080/00222500903221589A Multilevel Event History Model of Social Diffusion:Medical Innovation RevisitedNoah E. FriedkinDepartment of Sociology, University of California–Santa Barbara,Santa Barbara, California, USA This article presents a multilevel
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