Date of Award
Spring 5-1-2016
Degree Type
Dissertation
Degree Name
Executive Doctorate in Business (EDB)
Department
Business
First Advisor
Dr. Danny Bellenger
Second Advisor
Dr. Lars Mathiassen
Third Advisor
Dr. Wesley Johnston
Abstract
Most research and development portfolio managers face one common problem: They are expected to select projects for a portfolio that will yield high returns and a viable pipeline for future growth. The onset of a merger or acquisition adds complexity to existing portfolio management challenges. Prior research has shown that most research and development projects fail or terminate after a merger or acquisition, especially within the pharmaceutical industry. This research takes a case study approach to examine how managers make decisions during the portfolio management process. We apply a narrative-based decision theory to explain what influences their decisions. The major findings that emerged are: (1) post-merger processes and methods are applied with greater rigor and lack integration, (2) managers’ perspectives on how they make decisions differ from reality, and (3) managers inject personal criterion into standardized portfolio evaluations. We contribute to the literature on portfolio management by providing insight into merger influences on managerial decision-making. The implications of R&D post-merger portfolio shrinkage are discussed
DOI
https://doi.org/10.57709/8574319
Recommended Citation
Jones, Catrina M., "Managing Pharmaceutical Research And Development Portfolios: An Empirical Inquiry Into Managerial Decision Making In The Context Of A Merger." Dissertation, Georgia State University, 2016.
doi: https://doi.org/10.57709/8574319