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題名 跨國藥廠在台灣之產學合作-動機、挑戰與績效評估方式
Industry-Academia Collaboration of Multinational Pharmaceutical Companies in Taiwan—Motivations, Challenges, and Performance Evaluation
作者 謝昊龍
Tse, Ho-Lung
貢獻者 郭曉玲
Guo, Shiau-Ling
謝昊龍
Tse, Ho-Lung
關鍵詞 製藥業
跨國藥廠
產學合作
聯盟管理
Pharmaceutical industry
Multinational pharmaceutical company
Industry-academia collaboration
Alliance management
日期 2024
上傳時間 2-Jan-2025 12:12:20 (UTC+8)
摘要 製藥產業以其高度依賴先進研發和技術創新為特徵,具有高進入門檻與極高的不確定性。企業的成長和盈利能力主要取決於研發的成功率,而這一過程往往伴隨著巨大的資金、人力和專業知識投入。全球製藥企業透過大規模研發投入保持競爭優勢,但單靠內部研發的策略已被證明風險較高且靈活性不足。因此,跨國藥廠逐漸依賴與學術機構進行產學合作,以促進技術創新、分散研發風險、並推動知識與資源的共享。 近年台灣積極發展成為亞洲重要的生技醫藥中心,已成為跨國製藥公司進行產學合作的關鍵夥伴。然而,目前的合作模式仍多以短期和零散的形式為主,缺乏系統化的長期合作架構與策略,難以充分發揮產學合作的潛力。基於此,本研究以兩家跨國製藥公司——A公司和B公司為案例,深入探討其與台灣學術機構的產學合作動機、合作方式、合作成效以及面臨的挑戰,旨在為增強未來產學合作效能提供具體建議。 本研究首先分析了跨國製藥公司與台灣學術機構之間合作的動機,發現主要包括資源共享、技術創新以及風險分散。通過個案研究,本研究進一步剖析了兩間藥廠的具體合作方式,發現兩間個案公司在合作過程中主要採取了合作研究和人才培育等模式,儘管在技術轉移和知識共享方面取得了一定成效,但仍面臨學制不匹配、目標不一致和知識保護等挑戰。 針對上述問題,本研究提出具體的改善建議,包括聯盟管理能力優先發展矩陣、建立更為制度化的聯盟管理部門以及引入完善的績效評估系統以促進雙方產學合作的效益。這些建議旨在幫助跨國製藥公司與台灣學術機構形成更加穩定且具長期效益的合作關係,進而提升技術創新能力和市場競爭力。 關鍵詞:製藥業、跨國藥廠、產學合作、聯盟管理
The pharmaceutical industry is characterized by its heavy reliance on advanced R&D and technological innovation, high entry barriers, and significant uncertainty. The growth and profitability of companies in this sector largely depend on the success rate of R&D, which requires enormous and substantial investments in funding, manpower, and expertise. While global pharmaceutical firms maintain their competitive edge through large-scale R&D investments, relying solely on internal R&D strategies has proven to be risky and inflexible. Consequently, multinational pharmaceutical companies increasingly engage in academia-industry collaborations to drive technological innovation, mitigate R&D risks, and facilitate the sharing of knowledge and resources. In recent years, Taiwan has actively positioned itself as a pivotal biotech and pharmaceutical hub in Asia, becoming a critical partner for multinational pharmaceutical companies in academia-industry collaborations. However, current collaboration models are often short-term and fragmented, lacking systematic, long-term frameworks and strategies that limit the potential of such partnerships. Addressing this gap, this study examines two multinational pharmaceutical companies, Company A and Company B, as case studies to explore their motivations, collaboration approaches, outcomes, and challenges in working with Taiwanese academic institutions. The aim is to provide concrete recommendations to enhance the effectiveness of future academia-industry collaborations. This study identifies shared resources, technological innovation, and risk mitigation as the primary motivations for collaborations between multinational pharmaceutical companies and Taiwanese academic institutions. Through case analysis, it further uncovers that the two companies primarily adopt collaborative research and talent cultivation models in their partnerships. While these efforts have achieved notable outcomes in technology transfer and knowledge sharing, challenges persist, including mismatched academic structures, misaligned goals, and concerns over intellectual property protection. To address these issues, this study proposes actionable recommendations, including the development of a prioritized alliance management capabilities matrix, the establishment of institutionalised alliance management departments, and the implementation of comprehensive performance evaluation systems to enhance the efficiency of academia-industry collaborations. These recommendations aim to foster more stable and mutually beneficial long-term partnerships between multinational pharmaceutical companies and Taiwanese academic institutions, ultimately boosting technological innovation and market competitiveness. Keywords: Pharmaceutical industry, Multinational pharmaceutical company, Industry-academia collaboration, Alliance management
參考文獻 一、中文部分 簡禎富、彭金堂、許嘉裕,2013。產學合作模式之研究-以科學工業園區固本精進產學合作計畫為例。管理與系統,20(1),27-54。 財團法人醫藥工業技術發展中心,2023。2023 年報。台北:財團法人醫藥工業技術發展中心。 經濟部產業發展署,2024。生技產業白皮書。台北:經濟部產業發展署。 科技部,2008。科技產學鏈結媒合平台簡介。取自 https://www.most.gov.tw。搜尋日期:2024 年 7 月 16 日。 行政院(2010)。國家科學技術發展白皮書。台北:行政院科技顧問組。 二、英文部分 Atta-Owusu, K., Fitjar, R. D., & Rodríguez-Pose, A. (2021). What drives university-industry collaboration? Research excellence or firm collaboration strategy? Technological Forecasting and Social Change, 173, 121084. Bekkers, R., & Freitas, I. M. B. (2008). Analysing knowledge transfer channels between universities and industry: To what degree do sectors also matter? Research Policy, 37(10), 1837-1853. Benson, J. K. (1975). The interorganizational network as a political economy. Administrative Science Quarterly, 20(2), 229-249. Bruneel, J., d’Este, P., & Salter, A. (2010). Investigating the factors that diminish the barriers to university–industry collaboration. Research Policy, 39(7), 858-868. Cockburn, I. M., Henderson, R., & Stern, S. (1999). The diffusion of science-driven drug discovery: Organizational change in pharmaceutical research. Health Affairs, 18(2), 204-218. Creswell, J. W., & Poth, C. N. (2016). Qualitative inquiry and research design: Choosing among five approaches (4th ed.). Sage Publications. Das, T. K., & Teng, B. S. (2001). Trust, control, and risk in strategic alliances: An integrated framework. Organization Studies, 22(2), 251-283 Denzin, N. K., & Lincoln, Y. S. (Eds.). (2011). The Sage handbook of qualitative research (4th ed.). Sage Publications. Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4), 660-679. Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532-550. Etzkowitz, H., & Leydesdorff, L. (2000). The dynamics of innovation: From national systems and "Mode 2" to a Triple Helix of university–industry–government relations. Research Policy, 29(2), 109-123. Galaskiewicz, J. (1985). Interorganizational relations. Annual Review of Sociology, 11(1), 281-304. Gulati, R. (1998). Alliances and networks. Strategic Management Journal, 19(4), 293-317. Hardy, C., Phillips, N., & Lawrence, T. B. (2003). Resources, knowledge and influence: The organizational effects of interorganizational collaboration. Journal of Management Studies, 40(2), 321-347. Hewitt-Dundas, N. (2013). The role of proximity in university-business cooperation for innovation. The Journal of Technology Transfer, 38(2), 93-115 Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Sage Publications. Ireland, R. D., Hitt, M. A., & Vaidyanath, D. (2002). Alliance management as a source of competitive advantage. Journal of Management, 28(3), 413-446. Jaffe, A. B. (1989). Real effects of academic research. The American Economic Review, 79(5), 957- 970. Kale, P., & Singh, H. (2007). Building firm capabilities through learning: The role of the alliance learning process in alliance capability and firm-level alliance success. Strategic Management Journal, 28(10), 981-1000. Khanna, T., Gulati, R., & Nohria, N. (1998). The dynamics of learning alliances: Competition, cooperation, and relative scope. Strategic Management Journal, 19(3), 193-210. 63 Levine, S., & White, P. E. (1961). Exchange as a conceptual framework for the study of interorganizational relationships. Administrative Science Quarterly, 5(4), 583-601. Merriam, S. B. (1998). Qualitative research and case study applications in education. Jossey-Bass Publishers. Merriam, S. B., & Tisdell, E. J. (2015). Qualitative research: A guide to design and implementation. John Wiley & Sons. Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340-363. Oliver, C. (1990). Determinants of interorganizational relationships: Integration and future directions. Academy of Management Review, 15(2), 241-265. Perkmann, M., Neely, A., & Walsh, K. (2011). How should firms evaluate success in university– industry alliances? A performance measurement system. R&D Management, 41(2), 202-216. Pfeffer, J., & Salancik, G. R. (2015). External control of organizations: A resource dependence perspective. Routledge. Powell, W. W., Koput, K. W., & Smith-Doerr, L. (1996). Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology. Administrative Science Quarterly, 41(1), 116-145. Ring, P. S., & Van de Ven, A. H. (1994). Developmental processes of cooperative interorganizational relationships. Academy of Management Review, 19(1), 90 118. Siegel, D. S., Waldman, D., & Link, A. (2003). Assessing the impact of organizational practices on the relative productivity of university technology transfer offices: An exploratory study. Research Policy, 32(1), 27-48. Simonin, B. L. (1997). The importance of collaborative know-how: An empirical test of the learning organization. Academy of Management Journal, 40(5), 1150-1174. Williamson, O. E. (1985). Reflections on the new institutional economics. Zeitschrift für die gesamte Staatswissenschaft/Journal of Institutional and Theoretical Economics, 141(1), 187-195. Ward, M. R., & Dranove, D. (1995). The vertical chain of research and development in the pharmaceutical industry. Economic Inquiry, 33(1), 70-87. Kerssens-van Drongelen, I. C., & Bilderbeek, J. (1999). R&D performance measurement: More than choosing a set of metrics. R&D Management, 29(1), 35–46. Lander, L., Matheson, D., Menke, M. M., & Ransley, D. L. (1995). Improving the R&D decision process. Research-Technology Management, 38(1), 40–43. Perkmann, M., Neely, A., & Walsh, K. (2011). How should firms evaluate success in university– industry alliances? A performance measurement system. R&D Management, 41(2), 202-216. Voytek, K. P., Lellock, K. L., & Schmit, M. A. (2004). Developing Performance Metrics for Science and Technology Programs: The Case of the Manufacturing Extension Partnership Program. Economic Development Quarterly, 18(2), 174-185.
描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
111363097
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0111363097
資料類型 thesis
dc.contributor.advisor 郭曉玲zh_TW
dc.contributor.advisor Guo, Shiau-Lingen_US
dc.contributor.author (Authors) 謝昊龍zh_TW
dc.contributor.author (Authors) Tse, Ho-Lungen_US
dc.creator (作者) 謝昊龍zh_TW
dc.creator (作者) Tse, Ho-Lungen_US
dc.date (日期) 2024en_US
dc.date.accessioned 2-Jan-2025 12:12:20 (UTC+8)-
dc.date.available 2-Jan-2025 12:12:20 (UTC+8)-
dc.date.issued (上傳時間) 2-Jan-2025 12:12:20 (UTC+8)-
dc.identifier (Other Identifiers) G0111363097en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/155015-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 企業管理研究所(MBA學位學程)zh_TW
dc.description (描述) 111363097zh_TW
dc.description.abstract (摘要) 製藥產業以其高度依賴先進研發和技術創新為特徵,具有高進入門檻與極高的不確定性。企業的成長和盈利能力主要取決於研發的成功率,而這一過程往往伴隨著巨大的資金、人力和專業知識投入。全球製藥企業透過大規模研發投入保持競爭優勢,但單靠內部研發的策略已被證明風險較高且靈活性不足。因此,跨國藥廠逐漸依賴與學術機構進行產學合作,以促進技術創新、分散研發風險、並推動知識與資源的共享。 近年台灣積極發展成為亞洲重要的生技醫藥中心,已成為跨國製藥公司進行產學合作的關鍵夥伴。然而,目前的合作模式仍多以短期和零散的形式為主,缺乏系統化的長期合作架構與策略,難以充分發揮產學合作的潛力。基於此,本研究以兩家跨國製藥公司——A公司和B公司為案例,深入探討其與台灣學術機構的產學合作動機、合作方式、合作成效以及面臨的挑戰,旨在為增強未來產學合作效能提供具體建議。 本研究首先分析了跨國製藥公司與台灣學術機構之間合作的動機,發現主要包括資源共享、技術創新以及風險分散。通過個案研究,本研究進一步剖析了兩間藥廠的具體合作方式,發現兩間個案公司在合作過程中主要採取了合作研究和人才培育等模式,儘管在技術轉移和知識共享方面取得了一定成效,但仍面臨學制不匹配、目標不一致和知識保護等挑戰。 針對上述問題,本研究提出具體的改善建議,包括聯盟管理能力優先發展矩陣、建立更為制度化的聯盟管理部門以及引入完善的績效評估系統以促進雙方產學合作的效益。這些建議旨在幫助跨國製藥公司與台灣學術機構形成更加穩定且具長期效益的合作關係,進而提升技術創新能力和市場競爭力。 關鍵詞:製藥業、跨國藥廠、產學合作、聯盟管理zh_TW
dc.description.abstract (摘要) The pharmaceutical industry is characterized by its heavy reliance on advanced R&D and technological innovation, high entry barriers, and significant uncertainty. The growth and profitability of companies in this sector largely depend on the success rate of R&D, which requires enormous and substantial investments in funding, manpower, and expertise. While global pharmaceutical firms maintain their competitive edge through large-scale R&D investments, relying solely on internal R&D strategies has proven to be risky and inflexible. Consequently, multinational pharmaceutical companies increasingly engage in academia-industry collaborations to drive technological innovation, mitigate R&D risks, and facilitate the sharing of knowledge and resources. In recent years, Taiwan has actively positioned itself as a pivotal biotech and pharmaceutical hub in Asia, becoming a critical partner for multinational pharmaceutical companies in academia-industry collaborations. However, current collaboration models are often short-term and fragmented, lacking systematic, long-term frameworks and strategies that limit the potential of such partnerships. Addressing this gap, this study examines two multinational pharmaceutical companies, Company A and Company B, as case studies to explore their motivations, collaboration approaches, outcomes, and challenges in working with Taiwanese academic institutions. The aim is to provide concrete recommendations to enhance the effectiveness of future academia-industry collaborations. This study identifies shared resources, technological innovation, and risk mitigation as the primary motivations for collaborations between multinational pharmaceutical companies and Taiwanese academic institutions. Through case analysis, it further uncovers that the two companies primarily adopt collaborative research and talent cultivation models in their partnerships. While these efforts have achieved notable outcomes in technology transfer and knowledge sharing, challenges persist, including mismatched academic structures, misaligned goals, and concerns over intellectual property protection. To address these issues, this study proposes actionable recommendations, including the development of a prioritized alliance management capabilities matrix, the establishment of institutionalised alliance management departments, and the implementation of comprehensive performance evaluation systems to enhance the efficiency of academia-industry collaborations. These recommendations aim to foster more stable and mutually beneficial long-term partnerships between multinational pharmaceutical companies and Taiwanese academic institutions, ultimately boosting technological innovation and market competitiveness. Keywords: Pharmaceutical industry, Multinational pharmaceutical company, Industry-academia collaboration, Alliance managementen_US
dc.description.tableofcontents 謝誌 I 摘要 II ABSTRACT III 目次 V 表目錄 VII 圖目錄 VIII 第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究目的 2 第三節 研究流程 2 第二章 文獻回顧與探討 4 第一節 組織間合作之文獻回顧 4 第二節 聯盟管理能力 9 第三節 產學合作之文獻回顧 12 第三章 研究方法 18 第一節 質性研究方法 18 第二節 個案研究法 18 第三節 研究對象與選擇動機 19 第四節 個案分析架構 (個案研究法) 20 第四章 製藥產業環境分析 23 第一節 製藥產業概況 23 第二節 製藥產業中的產學合作 28 第五章 個案分析 31 第一節 個案公司A 31 第二節 個案公司B 39 第三節 A公司與B公司產學合作之異同分析 45 第六章 結論與建議 51 第一節 研究結論 51 第二節 研究限制 60 第三節 未來研究建議 61 參考文獻 62zh_TW
dc.format.extent 1460377 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0111363097en_US
dc.subject (關鍵詞) 製藥業zh_TW
dc.subject (關鍵詞) 跨國藥廠zh_TW
dc.subject (關鍵詞) 產學合作zh_TW
dc.subject (關鍵詞) 聯盟管理zh_TW
dc.subject (關鍵詞) Pharmaceutical industryen_US
dc.subject (關鍵詞) Multinational pharmaceutical companyen_US
dc.subject (關鍵詞) Industry-academia collaborationen_US
dc.subject (關鍵詞) Alliance managementen_US
dc.title (題名) 跨國藥廠在台灣之產學合作-動機、挑戰與績效評估方式zh_TW
dc.title (題名) Industry-Academia Collaboration of Multinational Pharmaceutical Companies in Taiwan—Motivations, Challenges, and Performance Evaluationen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 一、中文部分 簡禎富、彭金堂、許嘉裕,2013。產學合作模式之研究-以科學工業園區固本精進產學合作計畫為例。管理與系統,20(1),27-54。 財團法人醫藥工業技術發展中心,2023。2023 年報。台北:財團法人醫藥工業技術發展中心。 經濟部產業發展署,2024。生技產業白皮書。台北:經濟部產業發展署。 科技部,2008。科技產學鏈結媒合平台簡介。取自 https://www.most.gov.tw。搜尋日期:2024 年 7 月 16 日。 行政院(2010)。國家科學技術發展白皮書。台北:行政院科技顧問組。 二、英文部分 Atta-Owusu, K., Fitjar, R. D., & Rodríguez-Pose, A. (2021). What drives university-industry collaboration? Research excellence or firm collaboration strategy? Technological Forecasting and Social Change, 173, 121084. Bekkers, R., & Freitas, I. M. B. (2008). Analysing knowledge transfer channels between universities and industry: To what degree do sectors also matter? Research Policy, 37(10), 1837-1853. Benson, J. K. (1975). The interorganizational network as a political economy. Administrative Science Quarterly, 20(2), 229-249. Bruneel, J., d’Este, P., & Salter, A. (2010). Investigating the factors that diminish the barriers to university–industry collaboration. Research Policy, 39(7), 858-868. Cockburn, I. M., Henderson, R., & Stern, S. (1999). The diffusion of science-driven drug discovery: Organizational change in pharmaceutical research. Health Affairs, 18(2), 204-218. Creswell, J. W., & Poth, C. N. (2016). Qualitative inquiry and research design: Choosing among five approaches (4th ed.). Sage Publications. Das, T. K., & Teng, B. S. (2001). Trust, control, and risk in strategic alliances: An integrated framework. Organization Studies, 22(2), 251-283 Denzin, N. K., & Lincoln, Y. S. (Eds.). (2011). The Sage handbook of qualitative research (4th ed.). Sage Publications. Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4), 660-679. Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532-550. Etzkowitz, H., & Leydesdorff, L. (2000). The dynamics of innovation: From national systems and "Mode 2" to a Triple Helix of university–industry–government relations. Research Policy, 29(2), 109-123. Galaskiewicz, J. (1985). Interorganizational relations. Annual Review of Sociology, 11(1), 281-304. Gulati, R. (1998). Alliances and networks. Strategic Management Journal, 19(4), 293-317. Hardy, C., Phillips, N., & Lawrence, T. B. (2003). Resources, knowledge and influence: The organizational effects of interorganizational collaboration. Journal of Management Studies, 40(2), 321-347. Hewitt-Dundas, N. (2013). The role of proximity in university-business cooperation for innovation. The Journal of Technology Transfer, 38(2), 93-115 Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Sage Publications. Ireland, R. D., Hitt, M. A., & Vaidyanath, D. (2002). Alliance management as a source of competitive advantage. Journal of Management, 28(3), 413-446. Jaffe, A. B. (1989). 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