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Johnson & Johnson Case Study

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Johnson & Johnson Case Study
JOHNSON & JOHNSON CASE ANALYSIS

Johnson & Johnson is a multi-national company comprised of various operating companies situated all over the world, and the world’s most comprehensive and broadly based manufacturer of pharmaceuticals, medical devices and high-value diagnostic products and services for the global health care community. General Robert Wood Johnson and his two brothers started a company in 1885 that would eventually help revolutionize the surgical and medical fields with innovative products and services. The products made by the various operating companies affiliated with Johnson & Johnson are summarized as follows:
Johnson & Johnson products and services
1. Consumer products
These includes products designed to various markets such as o Baby Care o Skin and hair care o Wound care and topical medicines o Women's health o Over the counter medications o Nutritionals o Vision products o Oral Health Care
2. Medical Devices & Diagnostics
These J&J products are included various orthopedic products, implants, artificial joints, endovascular devices, and products used in sports medicine and trauma, diabetes, heart and vascular diseases, coronary artery disease, peripheral and vascular disease, neurovascular disease, arrhythmia, self-measured blood glucose monitors, insulin delivery devices, various surgical products and devices, and in urologic surgery and plastic surgery treatment. J&J also provides products that are used for a variety of medical diagnostics ranging from lab equipment and blood screening products to advanced molecular diagnostic equipment.
3. Prescription products
Various semi-autonomous J$J operating companies located in nations around the world produce or supply drugs used for the treatment of a variety of diseases affecting a wide range of human bodily systems.

Organizational structure
J&J is structured as a business that operates using an extensive web of semi-autonomous company units, i.e., the parent



References: Austin, Robert D. (1996) Measuring and Managing Performance in Organization. New York: Dorset House. Davenport, T. H. and L. Prusak. (2000) Working Knowledge: How Organizations Manage What They Know. Harvard Business School Press. Edvinsson, Leif & Malone, Michael S. (1997) Intellectual Capital: Realizing your company’s true value by finding its hidden brainpower. New York: Harper Business. Evans, P.B. and Wurster, T.S. "Strategy and the New Economics of Information," Harvard Business Review, September-October, 1997: 71-82. Laudon, K.C. and J.P. Laudon. Managing the Digital Firm. 9th ed. New Jersey: Prentice Hall, 2006. MBA-770 Online Notes Tiwana, A. The Knowledge Management Toolkit: Orchestrating IT, Strategy and Knowledge Platform. 2nd ed. NJ: Prentice-Hall, 2002. Wiig, Karl M. (1997). Knowledge Management Methods: Practical Approaches to Managing Knowledge, Arlington, TX: Schema Press

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