Date of Conferral

2022

Degree

Ph.D.

School

Management

Advisor

Robert Levasseur

Abstract

Employee turnover in U.S. multinational pharmaceutical companies remains high, even though U.S. multinational pharmaceutical companies offer competitive salaries and benefits compared to other large industries. A recent survey found that 67% of 2,400 pharmaceutical leaders would be looking for a new job within 12 months and that general employee turnover costs organizations 70% to 300% of each employee's salary. The purpose of this case study was to explore the factors that cause commercial leaders from mid- to large-size U.S. pharmaceutical companies to seek employment outside of their organization. Lewin’s three-stage model of unfreezing, moving, and refreezing, along with the psychology related to the concept of groupthink, served as the conceptual framework for the study design. Constant comparative analysis of interview data from 10 middle to executive level commercial leaders selected from multinational U.S. pharmaceutical companies yielded seven reasons why commercial leaders from mid- to large-size U.S. pharmaceutical companies leave their companies: a highly political and non-collaborative company culture, a negative relationship with management, an undefined career path, reaching a career growth plateau, lack of respect for higher-level leadership, company focused on cost cutting versus supporting people, and lack of stability due to constant reorganizations. This study could contribute to positive social change if U.S. commercial pharmaceutical leaders implement strategies based on the study findings that may improve retention rates of leaders whose teams create strategies for developing and commercializing medicines to enhance people’s health and well-being.

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