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    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/125919


    Title: 本土生技製藥公司轉型研究 -動態能力的觀點
    A study of the Transformation of Domestic Biotechnology Pharmaceutical Companies - the perspective of Dynamic Capabilities
    Authors: 陶大維
    Tao, Ta-Wei
    Contributors: 吳豐祥
    Wu, Feng-Shang
    陶大維
    Tao, Ta-Wei
    Keywords: 本土藥廠
    動態能力理論
    轉型
    策略與管理
    學名藥
    新藥開發
    Local pharmaceutical companies
    Dynamic capabilities theory
    Transformation
    Strategy and management
    Generic drugs
    New drug development
    Date: 2019
    Issue Date: 2019-09-05 17:29:37 (UTC+8)
    Abstract: 生技製藥產業是近年來我國各界都想積極發展的領域，然而，我國的內需市場規模較小且健保制度傾向於壓低藥價，在此情況下，很多過往以學名藥領域為主的廠商在發展上受到了限制。另一方面，全球高齡化人口的增加，對於新藥的需求也隨之增加，因此，本土生技製藥公司需要思考如何進行轉型以重建競爭優勢。本研究的主要目的即是探討本土藥廠面對環境變化及市場機會的轉型過程，特別是本土生技製藥公司如何從以開發學名藥為主的廠商轉型為新藥開發的廠商。本研究認為學名藥廠商與新藥開發的廠商之間存在很多「能力」上的差距，因此，採用動態能力的觀點來探討我國生技製藥公司的轉型過程，並藉由資源、能力及策略與管理等三構面的研究架構來進行研究。本研究透過理論抽樣，選取我國兩家知名的本土藥廠作為研究對象，進行深入的質性研究。本研究所得到的主要結論包括：(1)本土藥廠會考量企業成長路徑，並透過長期與外部組織的合作關係與事業網路體系，來掌握市場機會；(2)本土藥廠會傾向於以設立子公司的方式，來承接新藥開發業務，並導入新的管理制度與商業模式，以提升轉型績效；(3)本土藥廠在管理轉型的過程時，會評估轉型前的資源與能力，且採取集中策略，以轉進新的營運範疇，並做最適當的資源配置；(4)本土學名藥廠轉型前的核心資源，會以製劑設備為主，而轉型後，則會以無形資產為主；(5)本土學名藥廠在轉型前，會以透過對國際藥廠提供OEM / ODM的服務之方式，來建立其與外部組織合作上的能力；轉型成新藥開發公司後，其核心能力的發展上，則會同時強調組織的協調整合、學習與知識管理。根據此研究結果，本研究進一步提出實務上的建議、學理上的意涵與後續研究的建議。
    Biotechnological and pharmaceutical industries have become more and more important. However, in terms of industrial environment, our domestic market demand is small and the health insurance system lowers the price of drugs. Therefore, the development of local pharmaceutical companies in the field of generic drugs is limited. Concerning the market opportunities, the global aging population has increased, and the demand for new drugs has also increased. In recent years, biotechnology firms have continued to innovate, and more and more international manufacturers have invested in new drug development. Local biotech pharmaceutical companies need to actively adjust their business models and operations and resource allocation so that they can reshape the competitive advantage and lay out new markets with potential to grasp the trend of the global biotechnology pharmaceutical market. Therefore, this study aims to explore the transformation process of local pharmaceutical companies in the face of environmental changes and market opportunities. The study argues that there exists capability gap between the generic-based and new-drug-development-based firm. Therefore, we adopt the perspective of “dynamic capabilities” and establish a research framework with three major constructs: resources, capacities and strategies and management. This study selected two well-known local pharmaceutical companies in Taiwan to totally understand and analyze the transformation process and transformation strategy of them through qualitative research. The main conclusions of this study include: (1) Local pharmaceutical companies would consider the growth path of enterprises, and seize market opportunities through long-term cooperation with external organizations and business network systems; (2) Local pharmaceutical companies tend to set up a new company to develop new drug and bring new management systems and business models; (3) Local pharmaceutical companieswould assess the resources and capabilities before the transformation and adopt a specific strategy to enter the new scope, and allocate the resource appropriately ; (4) Before the transformation, the core resources of generic drug pharmaceutical would be equipments, and after the transformation, the core resources would be the intangible assets; (5) Before the transformation, the core resources of generic drug pharmaceutical would be based on the ability to establish cooperation with external organizations through the provision of OEM/ODM services to the international pharmaceutical companies; after the transformation, the development of core competencies are emphasize organizational coordination, organizational learning and knowledge management. Based on above conclusion, the research concludes with three practical recommendations and follow-up research recommendations for future reference to manufacturers and researchers in related fields.
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    三、 網路部分及其他
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    7. 上市上櫃公司2018年報。
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    9. 生醫產業創新推動方案現況與執行績效報告，最後上網日
    期108年5月30日。
    10. 產業價值鏈資訊平台，最後上網日期108年4月20日。
    Description: 碩士
    國立政治大學
    科技管理與智慧財產研究所
    106364104
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0106364104
    Data Type: thesis
    DOI: 10.6814/NCCU201900856
    Appears in Collections:[Graduate Institute of TIPM] Theses

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