In 2006, the executives at Merrimack Pharmaceuticals Inc. were contemplating the available strategic options for its R&D organization that whether they should make the restructuring reforms to build integrative teams or continue operating in functional departments. The case traces the consequences occurred, after the decision taken in 2006, till the mid of 2014. It then, determines the effects of the consequences on the profitability, accountability, correspondence, and skill development from the employee context, working in the R&D organization of Merrimack.
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