Description
The U.S. bio-pharmaceutical industry is the best contributor to new drug developments in the global marketplace. In this highly innovation-driven industry, R&D managers make sense of strategic issues and take actions based on them. This study empirically validated R&D managerial cognitive interplay with R&D behavior and innovation. Furthermore, this study formulated the best-fitting innovative management model for achieving innovation. The outcome of this study essentially placed R&D managers in the center of innovation and refined R&D managerial impact on cognitive and behavioral process in the pursuit of innovation. Finally, this study provided R&D managers with the five predictors of innovation for them to be cognizant of how to efficiently increase innovation. This study revealed the significance of the R&D managerial model as it highlights the interwoven and multifaceted relationships between R&D managerial cognition, R&D behavior, and innovation. Dr. Rachel H. Kim is a pharmacist, consultant, researcher, journal editor, instructor, and author of management articles. She has been teaching strategic management and providing consulting services to Multinational Corporation in area of strategic management.
