Diagnosis of the main problems in the field of intellectual resources management in pharmacy

E. V. Litvinova, O. V. Posylkina

Abstract


In the conditions of innovative pharmacy development the problem of theoretical and scientific-practical approaches to intellectual resources management of drug developers and manufacturers becomes of a particular urgency.

Aim. To diagnose the main problems in the field of intellectual resources management in pharmacy and to identify the reserves for improving the efficiency of their use.

Materials and methods. In the context of our future work we had also devised a special questionnaire in order to propose and to work out by experts. The experts were specialists with practical experience in pharmacy and sufficient experience in the field of innovation and science: scientific staff of Higher Educational Establishments, research organizations, heads and specialists of pharmaceutical companies (FC), patent and licensing services, etc. 

Results. A detailed analysis, which was conducted by competent experts, has established the main problems of intellectual resources management in the domestic pharmacy at the macro, industry and micro levels. It has proved that at  macro and industry level, implementation of the state innovation policy in order to attract foreign and domestic investments for the financing of fundamental research is necessary to obtaining new scientific results, the creation of competitive drugs, as well as the development of concepts and programs are aimed at on the development and regulation of innovation in pharmacy; the use of modern intellectual resources management strategies that are widely used by foreign pharmaceutical companies (the creation of biopharmaceutical clusters, strategic alliances for the implementation of high-value innovation projects, the development of public-private partnerships, etc.). At the micro level strategic directions in the field of intellectual resources management have established: increase of innovation activities in universities, research institutions, pharmaceutical companies; introduction of modern mechanisms of intellectual activity commercialization; formation of intangible assets register as a strategic resource for increasing the competitiveness of the organization.

Conclusions. Using cause-and-effect relationship Ishikawa diagram the potential reserves of intellectual resources (structural, human, market) management in pharmacy have generalized. Each of the presented reserves performs certain tasks and only in aggregate they provide the main goal – improving the intellectual resources management in pharmacy.


Keywords


intellectual resources; intellectual property; pharmacy; innovative drugs

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DOI: https://doi.org/10.24959/uekj.18.6

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Abbreviated key title: Upr. ekon. zabezp. âkostì farm.

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