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Palgrave Macmillan

Intervention and Technological Innovation

Government and the Pharmaceutical Industry in the UK and Japan

  • Book
  • © 1995

Overview

Authors:
  1. Jeremy Howells

    1. The Judge Institute for Management Studies/ESRC Centre for Business Research University of Cambridge, United Kingdom

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  2. Ian Neary

    1. University of Essex Colchester, England

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    You can also search for this author in PubMed   Google Scholar

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Table of contents (8 chapters)

  1. Front Matter

    Pages i-xiv
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  2. Introduction

    • Jeremy Howells, Ian Neary
    Pages 1-20

  3. The Social and Political Context of the Pharmaceutical Industry in the UK and Japan

    • Jeremy Howells, Ian Neary
    Pages 21-58

  4. The Economic and Technological Framework of Pharmaceuticals

    • Jeremy Howells, Ian Neary
    Pages 59-104

  5. Promotion, Prices and Profits

    • Jeremy Howells, Ian Neary
    Pages 105-139

  6. Patent Policy

    • Jeremy Howells, Ian Neary
    Pages 141-165

  7. Science and Technology Policy in the UK and Japan

    • Jeremy Howells, Ian Neary
    Pages 167-193

  8. Biotechnology Policies and Innovation Support Infrastructure in the Context of Pharmaceuticals

    • Jeremy Howells, Ian Neary
    Pages 195-232

  9. Conclusion

    • Jeremy Howells, Ian Neary
    Pages 233-252

  10. Back Matter

    Pages 253-307
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Keywords

About this book

Controversy continues about the ability of the state to promote international competitiveness of industry in general and of specific industries in particular. This study examines how the policies of the British and Japanese governments have affected the development of the pharmaceutical industries in each country. Three areas are given close attention: policies which aim to control prices or profits; patent policy; and science and technology promotion policy, particularly policies for biotechnology. Prospects for these policies are considered in the context of moves towards harmonisation of pharmaceutical regulation.

Authors and Affiliations

  • The Judge Institute for Management Studies/ESRC Centre for Business Research University of Cambridge, United Kingdom

    Jeremy Howells

  • University of Essex Colchester, England

    Ian Neary

About the authors

Jeremy Howells

Ian Neary

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