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Showing 1 through 4 of 4 records.
2018 - BALAS Pages: unavailable || Words: unavailable || 
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1. Robertson, Christopher. and McCraven, Haley. "Lilly Pulitzer in Peru" Paper presented at the annual meeting of the BALAS, University of San Diego, San Diego, USA, Mar 21, 2018 Online <PDF>. 2020-02-22 <http://citation.allacademic.com/meta/p1346477_index.html>
Publication Type: Conference Paper/Unpublished Manuscript
Review Method: Peer Reviewed
Abstract: In this teaching case an review of the strategic global manufacturing strategy for the premium clothing manufacturer Lilly Pulitzer is presented. In particular, the decision and rationale for moving significant operations to Peru is highlighted and assessed. Moreover, an analysis of the context of textile production in Peru is provided as a basis for Lilly Pulitzer's decision. Readers of the case are also given salient discussion questions related to the situation at hand. Note: A full teaching note will be provided prior to the BALAS conference.

2012 - The Law and Society Association Words: 261 words || 
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2. Johnson, Lori. "Lawsuits that Inspire Legislation: A Case Study of the Ledbetter v. Goodyear Case and the Lilly Ledbetter Fair Pay Act" Paper presented at the annual meeting of the The Law and Society Association, Hilton Hawaiian Village Resort, Honolulu, HI, Jun 03, 2012 <Not Available>. 2020-02-22 <http://citation.allacademic.com/meta/p559637_index.html>
Publication Type: Conference Paper/Unpublished Manuscript
Review Method: Peer Reviewed
Abstract: Scholars have long debated the pros and cons of legal and political strategies for seeking social change. In the area of gender equality, whether in the example of abortion or the failure of the ERA, the contrast in costs and benefits of these strategies has often been stark. Michael McCann’s award-winning study of pay equity reform examined the interaction between lawsuits and social movements in what he described as “the politics of legal mobilization.” This paper applies his framework and analysis in the context of the U.S. Supreme Court case Ledbetter v. Goodyear and the subsequently enacted Lilly Ledbetter Fair Pay Act. It is widely accepted, especially because the Act took on her name, that the legislation was practically the direct result of Ledbetter’s Supreme Court loss. If that is the case, does it support the argument that litigation, whether successful or not, can be an important tool for instigating political change? What factors explain the usefulness of Ledbetter’s litigation in this instance that might be important to attend to if one tried to replicate her strategy? Is the causal connection between the Supreme Court case and the legislative success as strong as it appears to be? How might both the lawsuit and the legislation ultimately undermine the efforts of women seeking wage equality? This in-depth case study of Lilly Ledbetter’s strategies and experience with the litigation process, as well as examination of the legislative history and progress of the fair pay legislation, will suggest answers to these and other questions relevant to gender equality issues in law and society research.

2010 - 4S Annual Meeting - Abstract and Session Submissions Words: 396 words || 
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3. Jones, Mark. "Eli Lilly and the Routinization of Charisma" Paper presented at the annual meeting of the 4S Annual Meeting - Abstract and Session Submissions, Komaba I Campus, University of Tokyo, Tokyo, Japan, <Not Available>. 2020-02-22 <http://citation.allacademic.com/meta/p420877_index.html>
Publication Type: Abstract
Abstract: In science policy and innovation literatures, academic science and industrial science are frequently defined in opposition to each other – as forms embodying contradictory organizing principles, logics, and values. Academic science is often characterized, in ideal typical terms, as ‘open,’ ‘basic,’ and ‘curiosity-driven,’ in contrast to ‘private,’ ‘applied,’ and ‘directed’ industrial research. In social studies of science, scholars investigating the increasing privatization and commercialization of academic research have lately questioned the validity of these renderings, from a number of different theoretical perspectives. Industrial research, however, has not been subjected to the same kind of empirical scrutiny, and misconceptions about it persist, even in social studies of science.

I present an historical account of scientific work conducted in the biotech industry – a story about the disruption of research programs at a successful biotech start-up in San Diego, a company called Hybritech, following the acquisition of the firm by the pharmaceutical giant Eli Lilly in 1986. The research is based primarily on interviews with participants.

The integration of corporate cultures was difficult for many of the involved parties, as is typical in mergers and acquisitions, and, in this instance, it led to an exodus of Hybritech's best scientific talent. The small firm’s R&D programs went into a tailspin. Lilly purchased Hybritech in 1986 for more than $350 million. It unloaded the subsidiary in 1996 for less than $10 million. Prior to the sale, much of the technical work undertaken at Hybritech had been ‘curiosity-driven.’ When Lilly took over, the new management made attempts to ‘rationalize’ the small firm’s R&D projects and to redirect its scientific teams, with catastrophic results. The failure of the merger subsequently became a business school case study - how not to grow a young biotech company. The story centers on a set of (interrelated) organizational challenges with which scientists and research managers in both academic and industrial settings must contend – how to coordinate the activities of persons and groups possessed of different skill sets, how to get experiments to work, and how to create and maintain organizational cultures that are conducive to creativity and production. This case suggests that, in terms of scientific practices and the conditions of scientific work, there may be as much variation within academic and industrial settings as there is between the two institutional sectors.


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