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There are many different and competing definitions of “corporate culture” in the organizational theory literature. On one end of the spectrum culture is simply defined as the patterns of behavior within the organization (Smircich, 1

According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product

983). On the other end, some theorists have defined organizational culture as a system of shared cognitions and the human mind generates the culture by means of a finite number of rules (Fiol, 1991). Although all the theorists belie

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

ve in the importance of the culture in the organizational studies but still there is a lack of consensus over its precise definition (Papers4you.com, 2006). Theorists have accepted this fact and approached the concept of culture fro

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

m the most widely used definition of culture, as defined by Lismen et al (2004) “a complex set of values, beliefs, assumptions, and symbols that define the way in which a firm conducts its business”.

The evolution of corporate cult

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

ure within an organization has been the center of discussion for many years. Practitioners have called it the ‘way we do things around here’ (Hampden-Turner, 1990) and the theorists have called it as the ‘collective programming of t

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

he mind’ (Siew & Kelvin, 2004) which distinguishes one group from another. Culture reflects the identifiable components of practices, customs, beliefs and values:

Practices: These represents the surface level of a culture i.e. the

ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc

visible elements such as language, etiquette, form of greeting, clothing, and also include the artifacts of the business i.e. the physical layout. These practices do have relevance as it greases the functionality of the organization

easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi

. Such practices keep the employees motivated, concerned and even transform everyone to follow the similar path as everyone in order to achieve the common corporate objective.

Customs: These are the accepted modes or norms of behav

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

ior within the organization, reflecting the values and beliefs, which provide guidelines for the way people and groups, are expected to behave towards each other. These often shape aspects of the physical appearance of the organizat

and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ

ion, also called the artifacts.

Beliefs: The assumptions that members hold about the organization and the situation within it- about what practices work well in this business, for example how people make decisions, how teams work t

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

ogether and styles of problem solving.

Values: Deeply held ideas of members regarding what constitute right or wrong, fair or unfair, thus anything that has personal worth or meaning. These values are expressed in operating beliefs

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

and norms of behavior.

The corporate culture develops as people come to share a set of beliefs and then they use these to establish norms about the way they should behave towards each other and to outsiders (Papers4you.com, 2006).

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

If the outcomes are positive this reinforces their shared belief in the values underlying their behavior. In this way, the organizations develop deep seated values and beliefs about the way that staff should run things. However, it

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

looks simple and straight forward case in theory, but when it is referred in the practical life then it is a big task to let it be a success story. It can be concluded by drawing upon Barney (1986) that a valuable, rare and inimita

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

ble corporate culture can be a source of sustained competitive advantage for a company.

References:

Barney, J. (1986) “Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?” Academy of Management Review, V

t?

As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel

ol. 11, No. 3, pp. 656-665

Fiol, C. (1991) “Managing Cultures as a Competitive Resource: An Identity-Based View of Sustainable Competitive Advantage,” Journal of Management, Vol. 17 No. 1, pp. 191-211

Hampden-Turner, C (1990), “Co

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

rporate Culture- From Vicious to Virtuous circles”, The Economist books, pg 21-22

Lismen, C.; Margaret, S. and Ed Snape (2004) “In Search of Sustained Competitive Advantage: The Impact of Organizational Culture, Competitive Strateg

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

y and Human Resource Management Practices on Firm Performance,” International Journal of Human Resource Management, Vol. 15:1, pp. 17-35

Papers For You (2006) "E/B/49. Review of theories on organizational culture", Available from h

.

As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de

ttp://www.coursework4you.co.uk/sprtbus22.htm [22/06/2006]

Papers For You (2006) "P/B/309. Why is corporate culture important?", Available from Papers4you.com [21/06/2006]

Siew Kim Jean Lee, Kelvin Yu (2004), “Corporate culture and

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

organizational performance”, Journal of Managerial Psychology; Volume: 19 Issue: 4; 2004 Research paper

Smircich, L. (1983) “Concepts of Culture and Organizational Analysis,” Administrative Science Quarterly, Vol. 28, pp. 339-35

tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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The prospect of importing goods from China is both exciting and terrifying for many sellers. On one hand there is huge potential for making money from reselling wholesale goods purchased very cheaply. But on the other hand, language and cultural barriers present a number of difficulties to sellers. The main issue that everyone is worried about is payment: How do I pay? Will my money disappear?, and so on.

A description of the terrible aftermath of Hurricane Katrina and how the quick collective action of volunteers and innovative social entrepreneurs have helped communication and reduced hurt in the damaged areas.

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