Shaw, Brian; (1999) Information systems in pharmaceutical industry research, development and regulation. Doctoral thesis (Ph.D), UCL (University College London).

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Abstract

This research studies the impact of information systems (IS) on pharmaceutical companies drug research and development (R&D) and regulation. This thesis combines pharmaceutical industry and information systems perspectives. A maximum variance sample of UK pharmaceutical companies was studied from a qualitative interpretivistic approach, using semi-structured interviews to gather opinions about the impacts the introduction of information systems have had, and possible future IS developments. The findings showed that information technology (IT) and IS were widely used for automating and computerising existing procedures, mostly in an effort to reduce R&D time and cost, but had not yet affected business processes. Applications such as databases, word processing, statistical analysis and electronic mail had most impact on the way companies handled their information. Companies' felt most impacts were beneficial, though there were negative effects such as information overload, and more IT and IS would be used in the future. Analysis from a pharmaceutical industry perspective showed the negative effects were mostly a result of unexpected organisational impacts resulting from introducing information systems. Several themes emerged, such as the companies' desire for control over their information and information systems. Further analysis was carried out from an information systems perspective, using models to interpret the findings. These showed pharmaceutical companies' user oriented IS strategies were poorly developed, leading to poor user ownership or responsibility for problem solving. The largely internal use of IS meant there was little effect on competition or business process development as yet. This was beginning to change, but there had been insufficient time for these changes to have any outward effects. Companies needed to develop better user oriented IS strategies, and begin to make more process level changes for IS to fulfil its potential.

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