| Budget Amount *help |
¥4,160,000 (Direct Cost: ¥3,200,000、Indirect Cost: ¥960,000)
Fiscal Year 2015: ¥910,000 (Direct Cost: ¥700,000、Indirect Cost: ¥210,000)
Fiscal Year 2014: ¥1,690,000 (Direct Cost: ¥1,300,000、Indirect Cost: ¥390,000)
Fiscal Year 2013: ¥1,560,000 (Direct Cost: ¥1,200,000、Indirect Cost: ¥360,000)
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| Outline of Final Research Achievements |
The aim of this study is to investigate the functions and activities of internal integration through cases of alliance management based on interviews and surveys. According to our findings of the Japanese pharmaceutical industry, we identified new concepts of alliance management functions which previous research did not mention: (1) External Integration, (2) Internal Integration, (3) Power to Decision Making of Product/Project Manager and Line Manager, (4) Standardized Practice and non-Standardized Practice. It can be interpreted that the function of alliance management is to integrate differentiated functional organizations and external partners and the alliance manager serves as an integrative device of organizations, which Lawrence and Lorsch (1967) mentioned.
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