Advertisement

More than Medicine: Pharmaceutical Industry Collaborations with the UK NHS

  • Mark Scorringe
Chapter
Part of the Contributions to Management Science book series (MANAGEMENT SC.)

Abstract

This ‘critical realist’ research paper is an evaluation of collaborative projects between pharmaceutical companies and the British National Health Service (NHS). There is a strong tendency for NHS organisations to regard this industry with considerable caution; nonetheless, the evidence crafted through this undertaking has revealed an environment that is potentially well predisposed towards collaborative partnership. The primary focus of this evaluation is on a single organisation and how this company delivers, and seeks to deliver, Joint Working initiatives. Joint Working represents the most formalised and transparent mechanism for cooperation between the industry and the NHS. The specific aim of this research was to evaluate the level of capability that a specific organisation ‘desires’ to deliver these types of initiatives and the degree to which it possesses the competencies to deliver them. The findings have been developed employing a mixed method approach using secondary data analysis, case studies and a survey.

Keywords

Pharmaceuticals Healthcare Capability Competencies Collaboration 

References

  1. ABPI. (2012). Joint working: A quick start reference guide for NHS and pharmaceutical industry partners. London: Association of the British Pharmaceutical Industry.Google Scholar
  2. ABPI. (2013). Joint working with the pharmaceutical industry: Guide and case studies. London: Association of the British Pharmaceutical Industry.Google Scholar
  3. ABPI. (2014). Association of the British pharmaceutical industry: Code of practice for the pharmaceutical industry 2015. London: Association of the British Pharmaceutical Industry.Google Scholar
  4. ABPI. (2016). Pharmaceutical industry spends £340.3m on working in partnership with leading UK health experts and organisations to improve patient care. Accessed August 7, 2016, from www.abpi.org.uk/media-centre/newsreleases/Pages/default.aspx.
  5. APM. (2009). Co-directing change: A guide to the governance of multi-owned projects. High Wycombe: Association of Project Management.Google Scholar
  6. Audit Commission. (1998). A fruitful partnership: Effective partnership working. London: Audit Commission.Google Scholar
  7. Austin, J. (2000). The collaboration challenge: How nonprofits and businesses succeed. Through strategic alliances. San Francisco, CA: Jossey-Bass.Google Scholar
  8. Bhaskar, R. (2014). Foreword. In P. Edwards, J. O’Mahoney, & S. Vincent (Eds.), Studying organizations using critical realism: A practical guide. Oxford: Oxford University Press.Google Scholar
  9. Bresnen, M. (2009). Living the dream? Understanding partnering as emergent practice. Construction Management and Economics, 27(10), 923–933.CrossRefGoogle Scholar
  10. Bresnen, M., & Marshall, N. (2000). Partnering in construction: A critical review of issues, problems and dilemmas. Construction Management and Economics, 18(2), 229–237.CrossRefGoogle Scholar
  11. Bygballe, L. E., Jahre, M., & Swärd, A. (2010). Partnering relationships in construction: A literature review. Journal of Purchasing and Supply Management, 16(4), 239–253.CrossRefGoogle Scholar
  12. Chan, D., Chan, A., & Ho, K. (2003). Partnering in construction: Critical study of problems for implementation. Journal of Management in Engineering, 19(3), 126–135.CrossRefGoogle Scholar
  13. Chataway, J., Fry, C., Marjanovic, S., & Yaqub, O. (2012). Public-private collaborations and partnerships in stratified medicine: Making sense of new interactions. New Biotechnology, 29(6), 732–740.CrossRefGoogle Scholar
  14. Child, J., & Faulkner, D. (1998). Strategies of cooperation. Oxford: Oxford University Press.Google Scholar
  15. Cleden, D. (2014). The uncertain feeling. In D. Dalcher (Ed.), Advances in project management: Narrated journeys in uncharted territory. Farnham: Gower.Google Scholar
  16. Colquhoun, A. (2012). How public-private partnerships bring benefits to NHS medicines management. The Pharmaceutical Journal, 288(7695), 280.Google Scholar
  17. DOH. (2011). Innovation health and wealth: Accelerating adoption and diffusion in the NHS. London: Department of Health.Google Scholar
  18. DOH and NHS England. (2013). Better procurement better value better care a procurement development programme for the NHS. Accessed May 20, 2016, from www.gov.uk/government/uploads/system/uploads/attachment_data/file/226835/procurement_development_programme_for_NHS.pdf
  19. DOH, NHS, & ABPI. (2010). Moving beyond sponsorship—Joint working between the NHS and pharmaceutical industry. London: Department of Health.Google Scholar
  20. Egan, G. (1994). Working the shadow side: A guide to positive behind-the-scenes management. San Francisco, CA: Jossey-Bass.Google Scholar
  21. EMA. (2015). European Medicines Agency—What we do . Accessed May 10, 2016, from www.ema.europa.eu/ema/index.jsp?curl=pages/about_us/general/general_content_000091.jsp&mid=WC0b01ac0580028a42
  22. Evans, T. (2012). Pharma and the NHS: Challenging, not cosy. The Health Service Journal, 122(6300), 18–19.Google Scholar
  23. Farrar, M. (2012). NHS confederation and industry foreword. In ABPI (Ed.), Joint working: A quick start reference guide for NHS and pharmaceutical industry partners. London: Association of the British Pharmaceutical Industry.Google Scholar
  24. Galliford. (1998). Partnering in the construction industry. Hinckley: Galliford (U.K).Google Scholar
  25. George, M., Rowlands, D., & Kastle, B. (2004). What is Lean Six Sigma? New York: McGraw-Hill.Google Scholar
  26. Goldacre, B. (2012). Bad pharma: How drug companies mislead doctors and harm patients. London: Fourth Estate.Google Scholar
  27. Gray, B. (1989). Collaborating. San Francisco, CA: Jossey-Bass.Google Scholar
  28. Greenaway, R. (1995). Powerful learning experiences in management learning and development. PhD thesis, University of Lancaster. Accessed January 27, 2016, from http://ethos.bl.uk/OrderDetails.do?did=1&uin=uk.bl.ethos.244218.
  29. Greenhalgh, T., Humphrey, C., Hughes, J., Macfarlane, F., Butler, C., & Pawson, R. (2009). How do you modernize a health service? A realist evaluation of whole-scale transformation in London. The Milbank Quarterly, 87(2), 391–416.CrossRefGoogle Scholar
  30. Grix, J. (2002). Introducing students to the generic terminology of social research. Politics, 22(3), 175–186.CrossRefGoogle Scholar
  31. Hallebone, E., & Priest, J. (2009). Business and management research: Paradigms and practice. Basingstoke: Palgrave Macmillian.CrossRefGoogle Scholar
  32. Ham, C., & Murray, R. (2015). Implementing the NHS five year forward view: Aligning policies with the plan. London: The King’s Fund.Google Scholar
  33. Hammond, S. (1998). The thin book of appreciative inquiry. Plano, TX: Thin Book Publishing.Google Scholar
  34. Hardy, B., Hudson, B., & Waddington, E. (2000). What makes a good partnership? A partnership assessment tool. Leeds: Nuffield Institute for Health.Google Scholar
  35. Healthcare UK. (2013). Public private partnerships. London: UK Trade and Investment.Google Scholar
  36. Holden, C. (2009). Exporting public-private partnerships in healthcare: Export strategy and policy transfer. Policy Studies, 30(3), 313–332.CrossRefGoogle Scholar
  37. Hong, Y., Yeung, J., Chan, A., & Chan, D. (2012). Critical analysis of partnering research trend in construction journals. Journal of Management in Engineering, 28(2), 82–95.CrossRefGoogle Scholar
  38. Horton, R. (2009). The UK’s NHS and pharma: From schism to symbiosis. Lancet, 373(9662), 435–436.CrossRefGoogle Scholar
  39. Hurrell, S. (2014). Critical realism and mixed method research. In P. Edwards, J. O’Mahoney, & S. Vincent (Eds.), Studying organisations using critical realism: A practical guide (pp. 241–263). Oxford: Oxford University Press.Google Scholar
  40. Huxham, C. (2000). The challenge of collaborative governance. Public Management Review, 2(3), 337–358.CrossRefGoogle Scholar
  41. IMS Health. (2016). Master data management. Accessed May 14, 2016, from www.imshealth.com
  42. IPMA. (2015). Individual competence baseline for project, programme and portfolio management. Version 4.0. Zurich: IPMA.Google Scholar
  43. Jacobsson, M., & Roth, P. (2014). Towards a shift in mindset: Partnering projects as engagement platforms. Construction Management and Economics, 32(5), 419–432.CrossRefGoogle Scholar
  44. Kay, J. (2010). Obliquity: Why our goals are best achieved indirectly. London: Profile Books.Google Scholar
  45. Kolb, D. (1984). Experiential learning: Experience as the source of learning and development. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
  46. Langford, D., & Murray, M. (2004). Procurement systems. In J. Pinto & P. Morris (Eds.), The Wiley guide to managing projects. Hoboken, NJ: Wiley.Google Scholar
  47. Lewin, K. (1951). Field theory in social science: Selected theoretical papers. New York: Harper & Row.Google Scholar
  48. Mattessich, P., Murray-Close, M., & Monsey, B. (2001). Collaboration: What makes it work (2nd ed.). Saint Paul, MN: Fieldstone Alliance.Google Scholar
  49. MHRA. (2015). Medicines and healthcare products regulatory agency—What we do. Accessed December 20, 2015, from www.gov.uk/government/organisations/medicines-and-healthcare-products-regulatory-agency.
  50. Mossialos, E., Mrazek, M., & Walley, T. (2004). Regulating pharmaceuticals in Europe: An overview. In E. Mossialos, M. Mrazek, & T. Walley (Eds.), Regulating pharmaceuticals in Europe: Striving for efficiency, equity and quality. Maidenhead: Open University Press.Google Scholar
  51. Naoum, S. (2003). An overview into the concept of partnering. International Journal of Project Management, 21(1), 71–76.CrossRefGoogle Scholar
  52. NHS England. (2014). Five year forward view. Accessed January 9, 2018, from www.england.nhs.uk/wp-content/uploads/2014/10/5yfv-web.pdf.
  53. NHS England. (2016). NHS England takes robust action on conflicts of interest . Accessed August 7, 2016, from www.england.nhs.uk/2016/03/coi/.
  54. Novartis. (2016). Joint working in ophthalmology. Accessed August 7, 2016, from www.novartis.co.uk/joint-working-ophthalmology
  55. O’Mahoney, J., & Vincent, S. (2014). Critical realism as an empirical project. In P. Edwards, J. O’Mahoney, & S. Vincent (Eds.), Studying organizations using critical realism: A practical guide. Oxford: Oxford University Press.Google Scholar
  56. Olsen, W., & Morgan, J. (2005). A critical epistemology of analytical statistics: Addressing the sceptical realist. Journal for the Theory of Social Behaviour, 35(3), 255–284.CrossRefGoogle Scholar
  57. PMCPA. (2016). Association of the British pharmaceutical industry: Code of practice for the pharmaceutical industry 2016. London: Prescriptions Medicines Code of Practice Authority.Google Scholar
  58. Porter, M. (2010). What is value in health care? The New England Journal of Medicine, 363(26), 2477–2481.CrossRefGoogle Scholar
  59. Reichheld, F. (2003). The one number you need to grow. Harvard Business Review. Available at https://hbr.org/2003/12/the-one-number-you-need-to-grow
  60. Rothwell, P. (2016, May 9). Junior doctors row: Jeremy Hunt’s claims of NHS weekend effect based on flawed data. Independent, 4.Google Scholar
  61. Saris, W., Revilla, M., Krosnick, J., & Shaeffer, E. M. (2010). Comparing questions with agree/disagree response options to questions with item-specific response options. Survey Research Methods, 4(1), 45–59.Google Scholar
  62. Savitz, A., & Weber, K. (2014). The triple bottom line (2nd ed.). San Francisco, CA: Jossey-Boss.Google Scholar
  63. Smith, J. (2009). Judging research quality: From certainty to contingency. Qualitative Research in Sport and Exercise, 1(2), 91–100.CrossRefGoogle Scholar
  64. Snider, J. (2010, March 30). The cult of statistical pyrotechnics. The Hechinger Report, 1–8.Google Scholar
  65. Sodexo. (2012). Partnerships for healthy outcomes. Accessed December 20, 2015, from http://uk.sodexo.com/uken/Images/Partnerships%20for%20Healthy%20Outcomes336-690616.pdf
  66. Sodexo. (2013). The power of partnership: How to seize the potential. Accessed December 20, 2015, from http://uk.sodexo.com/uken/Images/The-Power-of-Partnership336-745600.pdf
  67. Sodexo. (2016). Services: Healthcare. Accessed May 15, 2016, from http://uk.sodexo.com/home/services/on-site-services/healthcare.html
  68. Somerset House. (2016). Big bang data: What data can’t tell us. Exhibition Poster. 3 December 2015–20 March 2016. London: Somerset HouseGoogle Scholar
  69. Stephenson, J. (1994). Capability and competence: Are they the same matter? Capability, 1(1), 3–4.Google Scholar
  70. Stephenson, J., & Yorke, M. (1998). Capability and quality in higher education. London: Kogan Page.Google Scholar
  71. Swanson, D., & Creed, A. (2014). Sharpening the focus of force field analysis. Journal of Change Management, 14(1), 28–47.CrossRefGoogle Scholar
  72. The Guardian. (2015, August 31). Pfizer resists calls for greater clinical trial transparency. Guardian Business. Accessed January 9, 2018, from http://www.theguardian.com/business/2015/aug/31/pfizer-resists-calls-for-greater-clincal-trial-transparency-medicine-drugs
  73. Wang, L., Plump, A., & Ringel, M. (2014). Racing to define pharmaceutical R&D external innovation models. Drug Discovery Today, 20(3), 361–370.CrossRefGoogle Scholar
  74. Ward, A. (2015, March 6). GSK fires 110 staff in China after corruption scandal. Financial Times. Accessed May 10, 2016, from www.ft.com/cms/s/0/9a72fa68-c44e-11e4-a949-00144feab7de.html#axzz3itiYXq9k
  75. Whitehead, S. (2012). NHS confederation and industry foreword. In ABPI (Ed.), Joint working: A quick start reference guide for NHS and pharmaceutical industry partners. London: Association of the British Pharmaceutical Industry.Google Scholar
  76. Wildridge, V., Childs, S., Cawthra, L., & Madge, B. (2004). How to create successful partnerships—A review of the literature: Literature review on partnerships. Health Information and Libraries Journal, 21, 3–19.CrossRefGoogle Scholar
  77. Zohrabi, M. (2013). Mixed method research: Instruments, validity, reliability and reporting findings. Theory & Practice in Language Studies, 3(2), 254–262.CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  • Mark Scorringe
    • 1
  1. 1.University of HertfordshireHertfordshireUK

Personalised recommendations