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    题名: 動態環境(下)企業成長時的策略與核心能耐演化之研究 -- 以台灣本土醫藥X公司為例
    A Study of the Evolution of Strategy and Core Competence during a Corporate Growth under the Dynamic Environment – A Case Study of a Local Pharmaceutical Company
    作者: 陳澤民
    贡献者: 溫肇東
    陳澤民
    关键词: 台灣生技製藥產業
    台灣本土醫藥公司成長路徑
    環境變動
    企業策略
    核心能耐
    內部經營管理
    配適
    Biotechnology and pharmaceutical industry in Taiwan
    growth path of a local pharmaceutical company
    environmental uncertainty
    corporate strategy
    core competence
    internal operation
    fit
    日期: 2006
    上传时间: 2009-09-12 12:16:10 (UTC+8)
    摘要: 策略的目的是在特定的競爭環境中，憑藉企業的特質條件為它創造競爭地位或發展的方向，也就是創造具競爭性的差異優勢，使企業得以順利發展和持續成長。在競爭的環境中，組織能耐常會隨著時間經過而演化；演化的方式會隨著技術本身的特性、外部市場競爭強弱、與內部的組織與管理特性的差異，而有所不同。除此之外，體制環境會影響整個產業內的創新速率，因而對廠商的能耐演化造成影響。但是在環境急速變動的情況下，組織能耐要完全由內部產生不但不可能，而且其速度亦嫌過於緩慢，再加上現代企業的專業分工網絡，企業必須與客戶、供應商、甚至競爭同業合作，以獲得相關的資訊與技術；在企業的發展歷程中，如何有效提升內部經營管理及促進組織之間的知識交流與能耐移轉，便成為組織管理的重要課題。
    本研究以一家台灣本土醫藥公司，在台灣生技製藥產業的架構下，創業、轉型、成長的發展歷程，仔細描述影響企業發展的關鍵因素 ─ 企業策略轉變、環境變動、能耐演化，以及企業內部管理提升，彼此之間如何相互配適，並塑造出企業的獨特發展路徑；茲藉由個案公司過去的回顧，描繪其成長的軌跡，作為其未來發展路徑的參考。
    Under the favorable government policy support and a well-established regulatory environment, there are more and more new start-up companies established in Taiwan biotechnology and pharmaceutical industry in the past dacade. However, most of the new emerging companies are still facing very difficult situation. New drug discovery is one kind of long-term time-consuming and heavily cash-investment-needed business. Besides, Taiwan is a small market in the world. The market potential can not afford to develop a R&D based local pharmaceutical company.
    However, biotechnology and pharmaceutical industry is a very diversified and versatile industry. Under such circumstances, how does a biotech and pharmaceutical company make use of the limited resources and scarce capital assets to identify the niche market, create a new business model, develop the corporate competence, and construct the internal operation to strengthen the core business and secure a sustainable growth in the industry?
    Besides, due to the evolution of the modern tools including genomic science, bioinformatics, high-through-put screening machine, and gene therapy, the speed of new drug discovery becomes much faster and much more efficient, but the product life cycle also becomes much shorter. How does a local company play in such a highly competitive, technically professional, and dramatically changed environment?
    This study tracks the growth path of a local pharmaceutical company to show how the key factors, which are, environmental uncertainty, the development of core competence in the firm, and the choice of a successful strategy by top management and the organization, can be manipulated in the entrepreneurial firm that grows rapidly and formalizes its structure and internal operation. The growth path of the company in the past years could be interpretated as the mutual interactions (dynamic fit) of those key factors. Evenmore, the interaction consequences influence the strategic intent to confront the changing environment, and facilitate the practice of the law and the establishment of a government policy.
    Besides, in order to improve the whole healthcare system in certain medical care, the company develops a new operation model to run the specific business. Traditionally, most pharmaceutical companies are pursuing market-oriented product management, instead of sales-oriented business management. Nowadays, most multi-national firms are actively involved in disease management to expand the market share of certain disease. However, how to integrate the healthcare system and strengthen individual disease management under the specific healthcare system has become a new operation model of a pharmaceutical company to a specific market segment. The company has to work together and closely with the stakeholders, such as health authorities, medical societies, patient associations, healthcare personnel, and the patients themselves to improve the whole healthcare system and even the policy of the law, regulatory, social, and welfare system in the specific medical care, as well.
    第一章 緒論…………………………………………………………………………….1
    第一節 研究背景與動機………………………………………………………….1
    第二節 研究目的與問題………………………………………………………….4

    第二章 文獻探討……………………………………………………………………...5
    第一節 企業經營管理策略…………………………………………………........5
    2.1.1 策略的基本概念.......................................................................................5
    2.1.2 差異優勢的來源─策略定位...................................................................7
    2.1.3 策略的型態及其選擇...............................................................................8
    第二節 產業環境...................................................................................................13
    2.2.1 環境的不確定性......................................................................................13
    2.2.2 企業與環境的相依性─共同演化的觀點..............................................13
    2.2.3 企業組織對環境變遷的認知與判斷......................................................14
    第三節 核心能耐的內涵和演化...........................................................................15
    2.3.1 競爭優勢來源之核心能耐的內涵..........................................................15
    2.3.2 企業核心能耐的建構與組織學習..........................................................18
    2.3.3 能耐的延伸與槓桿現象..........................................................................23
    第四節 企業內部經營管理...................................................................................26
    2.4.1 內部管理流程的面向..............................................................................26
    2.4.2 組織技能與管理技術..............................................................................27
    第五節 企業成長...................................................................................................28
    2.5.1 企業成長之來源與方向..........................................................................28
    2.5.2 企業成長之動機......................................................................................30
    2.5.3 企業成長與配適能力..............................................................................30
    第六節 文獻彙整與研究問題之釐清...................................................................33

    第三章 研究方法............................................................................................................37
    第一節 研究方法與步驟........................................................................................37
    第二節 研究架構....................................................................................................37
    第三節 個案選擇與操作性定義............................................................................39
    第四節 研究限制....................................................................................................41

    第四章 個案研究............................................................................................................42
    第一節 背景介紹....................................................................................................42
    4.1.1 台灣的生技產業......................................................................................42
    4.1.2 台灣的製藥產業......................................................................................48
    4.1.3 生技製藥公司經營模式簡介..................................................................59

    第二節 X公司介紹................................................................................................65
    4.2.1 歷史梗概..................................................................................................65
    4.2.2 營運範疇與階段分期..............................................................................67

    第五章 個案分析與討論................................................................................................85
    第一節 T0、T1、T2各時期「環境機會因素」、「企業策略轉變」、「核心能耐演化」之具體內涵.......................................................................................86
    5.1.1 各時期的策略內涵................................................................................86
    5.1.2 各時期的環境機會因素........................................................................89
    5.1.3 各時期的企業能耐盤點........................................................................97
    第二節 T0、T1、T2 各時期「環境機會因素」、「企業策略轉變」、「核心能耐演化」之相互關係..................................................................................119
    第三節 分析T0→T1→T2「環境--策略--能耐」三項要素之間的相互關係...122
    第四節 分析X公司內部經營管理的演化........................................................124
    第五節 配適與企業發展....................................................................................133
    5.5.1 內部經營管理與「環境--策略--能耐」的配適關係(fit)...................133
    5.5.2 「環境變動--策略轉變--能耐演化」互相作用過程中的動態配適關係(FIT)...............................................................................................................135
    第六節 分析結果與研究問題的綜合討論........................................................137
    5.6.1 分析結果彙整......................................................................................137
    5.6.2 研究問題探討......................................................................................139

    第六章 結論與建議......................................................................................................155
    第一節 研究結論..................................................................................................155
    第二節 對其他管理者的意涵..............................................................................159
    第三節 後續研究建議..........................................................................................164



    參考文獻
    中文部份 165
    英文部分 166


    圖目錄
    圖2-1 策略關鍵轉折點 ..10
    圖2-2 策略失諧分析架構 11
    圖2-3 應變時機的選擇 12
    圖2-4 企業成長方式 29
    圖3-1 研究架構 38
    圖3-2 操作性定義 40
    圖4-1 生物技術產業範疇 (經濟部) 43
    圖4-2 我國生技產業之範疇 (2006生技產業白皮書) 43
    圖4-3 我國生技產業推動歷程及主要相關單位的成立..............................................47
    圖4-4 生技製藥產業價值鏈 48
    圖4-5 藥品從研發至上市所需時間及資金 49
    圖4-6 傳統製藥公司轉型以網絡製藥公司之經營模式 62
    圖4-7 X公司事業範疇演進歷程 69
    圖4-8 X公司研發活動流程 73
    圖4-9 2003~2006一般藥品營業額國產及進口所佔比例 76
    圖4-10 2002~2006 國產一般藥品營業額自力研發及授權製造所佔比例 77
    圖4-11 全國解毒劑儲備網 81
    圖4-12 X公司流感疫苗進場和市場營業額 82
    圖4-13 X公司各事業範疇營業額 83
    圖4-14 X公司各事業範疇營業額比例 84
    圖5-1 研究流程 86
    圖5-2 X公司在製藥產業價值鏈上的位置 88
    圖5-3 T0時期「環境-策略-能耐」之相互作用關係 ..119
    圖5-4 T1時期「環境-策略-能耐」之相互作用關係 ..120
    圖5-5 T2時期「環境-策略-能耐」之相互作用關係 ..122
    圖5-6 策略類型的選擇受到環境變動及能耐含量之影響 ..123
    圖5-7 內部經營在「管理技術」上的演化 ..127
    圖5-8 T0時期組織圖 ..128
    圖5-9 T1時期組織圖 ..128
    圖5-10 T2時期組織圖 ..129
    圖5-11 內部經營在「組織技能」上的演化 ..129
    圖5-12 組織技能與管理技術的變遷 ..131
    圖5-13 內部經營管理促進能耐的延伸與整合 ..135
    圖5-14 T0→T1所觀察到的配適與演化 ..136
    圖5-15 T1→T2所觀察到的配適與演化 ..137
    圖5-16 X公司各時期所憑藉的核心能耐 ..139
    圖5-17 環境的變動對企業策略和核心能耐的影響 ..142
    圖5-18 策略轉變對環境變動與核心能耐演化之作用關係 ..143
    圖5-19 企業能耐對環境改變和策略轉變之作用關係 ..145
    圖5-20 產業環境變動、企業策略轉變和核心能耐演化三者之間的相互作用關係146
    圖5-21 內部經營管理隨著能耐演進而發生轉變與提升 ..148
    圖5-22 依企業成長階段所觀察到的配適關係 ..152
    圖5-23 根據製藥產業特性所觀察到的配適關係 ..153
    圖5-24 根據內部經營管理特質所觀察到的配適關係 ..154
    圖6-1 產業環境變動、企業策略轉變和核心能耐演化三者之間的相互作用關係157
    圖6-2 企業「內部經營管理」與「環境變動」、「策略轉變」、「能耐演化」等三項因素之間呈現動態平衡的配適關係 (fit)，以及塑造成長發展軌跡的動態配適關係 (FIT)................. ........159


    表目錄
    表2-1 策略類型及其特徵 ..9
    表2-2 企業能耐意涵彙總表 15
    表2-3 內、外部知識整合之內涵 24
    表2-4 內、外部資源整合之內涵 25
    表2-5 產品-市場矩陣 28
    表4-1 生技產業範疇及其產品 44
    表4-2 我國生技製藥產業價值鏈區位及代表單位及廠商 50
    表4-3 歷年藥價調查 55
    表4-4 全民健康保險法與藥品相關之法條及其內容 56
    表4-5 X公司事業發展歷程主要事件/大事紀 66
    表4-6 X公司營運範疇和價值活動演進歷程 68
    表5-1 X公司各時期營運規模 87
    表5-2 X公司在不同時期的策略演進 89
    表5-3 T0 面臨的環境機會因素 93
    表5-4 T1 面臨的環境機會因素 94
    表5-5 T2 面臨的環境機會因素 96
    表5-6 T0 代理產品項目 97
    表5-7 T0 能耐盤點 ..100
    表5-8 T1 研發產品項目 ..102
    表5-9 T1 能耐盤點 ..104
    表5-10 T2各事業範疇價值活動組合 ..109
    表5-11 T2 能耐盤點 ..110
    表5-12 T0 能耐分析 ..115
    表5-13 T1 能耐分析. ..116
    表5-14 T2 能耐分析 ..117
    表5-15 X公司各時期環境、策略、能耐之具體內涵 ..118
    表5-16 內部經營管理與環境因素的配適 ..133
    表5-17 內部經營管理與策略的配適 ..134
    表5-18 個案分析彙整 ..137
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    英文部分
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