{"id":2684,"date":"2014-06-16T10:57:02","date_gmt":"2014-06-16T14:57:02","guid":{"rendered":"http:\/\/blogs.shu.edu\/ghg-development\/?p=2684"},"modified":"2014-11-30T22:02:00","modified_gmt":"2014-12-01T03:02:00","slug":"drug-safety-and-corporate-governance","status":"publish","type":"post","link":"https:\/\/blogs.shu.edu\/ghg\/2014\/06\/16\/drug-safety-and-corporate-governance\/","title":{"rendered":"Drug Safety and Corporate Governance"},"content":{"rendered":"

\"Doctor<\/a>\u00a0Kathy Moscou, Jillian Clare Kohler, and Joel Lexchin<\/strong><\/p>\n

Pharmacovigilance in low and lower middle-income countries has not been commensurate with increasing access to medicines, despite growing \u00a0recognition that it is important to health outcomes. Pharmacovigilance is impeded where healthcare systems are overburdened and under- \u00a0resourced. In countries such as India, the population is increasingly exposed to potential adverse drug reactions. Pharmaceutical industry \u00a0corporate governance, that advances pharmacovigilance in under-resourced countries, would support postmarket drug safety. An analytic \u00a0framework is used to guide this comparative analysis of pharmacovigilance governance within global pharmaceutical corporations (GPCs) and \u00a0their Indian subsidiaries. Findings reveal that pharmacovigilance is not fully integrated into corporate governance of the GPCs studied. GPCs \u00a0exhibiting the least integration have more outstanding drug safety issues. Policy incentives would advance integration of corporate governance \u00a0and pharmacovigilance.<\/p>\n