liu.seSearch for publications in DiVA
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Board Effectiveness in Pharmaceutical Industry: The Case of TAPIC Pharmaceutical Group
Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology. (Internationalization)
Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
Tamin Active Pharmaceutical Ingredients Investment Company (TAPIC), Iran. (MBA ProMa)
Tamin Active Pharmaceutical Ingredients Investment Company (TAPIC), Iran. (MBA ProMA)
2011 (English)In: Journal of Modern Accounting and Auditing, ISSN 1548-6583, Vol. 7, no 5, 463-473 p.Article in journal (Refereed) Published
Abstract [en]

This study suggests an emperically tested modelto fit the pharmaceutical industry and the context of LDCs, especially Iran. The paper stands upon a rich database consisting of Tamin Active Pharmaceutical Ingredients Investment Company (TAPIC) and its 11 subsidiary companies which are treated as 11 mini-cases. Data were collected by document analysis, questionnaire and interviews. The results suggest some improvements to the earlier models and show that the pattern of board effectiveness in Iranian pharmaceutical industry can be influenced by: (1) Internal factors including: (a) board members, the personality and background, (b) board composition, which is influenced by selection criteria, Tribalism, interpersonal relationship and belonging to the same ideological group, (c) board interactions, and (d) power distribution in the board, which is influenced by parenting power in holding companies. All internal factors are directly or indirectly affected by political issues as well as socio-cultural forces. (2) External factors including: (a) industrial complexity and the nature of industry, (b) industrial ethos, (c) legislation, and political forces, (d) economy, which the last two factors are influenced by international environment as well.

Place, publisher, year, edition, pages
David Publication , 2011. Vol. 7, no 5, 463-473 p.
National Category
Economics and Business Business Administration
Identifiers
URN: urn:nbn:se:liu:diva-73489OAI: oai:DiVA.org:liu-73489DiVA: diva2:473037
Available from: 2012-01-05 Created: 2012-01-05 Last updated: 2013-09-19

Open Access in DiVA

No full text

Other links

Link to journal

Authority records BETA

Dadfar, HosseinBrege, Staffan

Search in DiVA

By author/editor
Dadfar, HosseinBrege, Staffan
By organisation
Industrial Marketing and Industrial EconomicsThe Institute of Technology
Economics and BusinessBusiness Administration

Search outside of DiVA

GoogleGoogle Scholar

urn-nbn

Altmetric score

urn-nbn
Total: 151 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf