Strategic alignment and organizational options in biotechnology firms

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Abstract
Biotechnology has created a number of oflfiortunities for new start-up firms. A feu of these fims have grown rapidly and have ambitious strategies. These strategies reflect the fim growing organizational competences i n the context of rapidly changing technological, competitive, Jinanczal and regulatory circumstances. The firms have pursued adaptive, learning-based strategies which give them advantages over large firms. Underpinning these strategies have been long-term efforts to establish a highly motivated and creative workforce. Using the examples fo the UK's two leading biotechnology firms, some of the features of these strategies are exumined. It is found that there are dgerences i n the organizational forms selected by the two fims. These reflect temporal factors, differing environmental conditioru, and elements of manugement choice. The difficulty oj strategic management in turbulent conditions 6s highlighted by considering some of the strengths and weaknesses of both options.

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