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題名 台灣新藥研發公司多角化策略分析 -從知識管理程序觀點
Diversification strategy analysis of new drug discovery company in Taiwan：the perspective of knowledge management process作者 江政倫
Chiang, Cheng Lun貢獻者 陳桂恆<br>吳豐祥
Chen, Keith<br>Wu, Feng Shang
江政倫
Chiang, Cheng Lun關鍵詞 生技製藥
研發
多角化
技術知識特質
知識管理
Biotechnology
Pharmaceutical Industry
Research and Development
Diversification
Characteristic of Technology
Knowledge Attributes
Knowledge Management日期 2010 上傳時間 4-九月-2013 11:17:02 (UTC+8) 摘要 新藥研發是台灣生技發展的重點產業。新藥研發一般具有高投資、高風險與研發期長的特性。因此，有些公司會透過多角化的策略來分散風險。不過，在有限的資源與人力下，發展多角化的產品通常是個極具挑戰的任務。因此，本研究針對新藥研發公司，就其採取多角化的動機與策略來加以探討。 此外，在知識經濟的時代，知識已成為企業最重要的資產，如何透過有效的知識管理以提昇組織知識的價值，則是企業所重視的關鍵性議題之一。新藥研發屬知識密集產業，知識管理對於公司相當重要。因此本研究亦從知識特性的觀點（路徑相依度、不確定程度與競爭衝擊程度）來探討其對知識管理的影響。 本研究在方法上採取多重個案研究的方式，透過深入個案訪談與次級資料收集，所得到的結論如下：1. 台灣新藥研發公司選擇多角化策略的動機相當多元。2. 台灣新藥研發公司多角化的動機與多角化目標領域之路徑相依度有關。3. 台灣新藥研發公司多角化目標領域技術知識的路徑相依度與競爭衝擊程度會影響其技術知識吸收的方式。4. 台灣新藥研發公司多角化目標領域技術知識的路徑相依度會影響其組織設計、分工與人員式知識擴散的對象。5. 台灣新藥研發公司進行多角化產品研發時，其知識蓄積活動上傾向於採取「機械-整合式」的蓄積方式。
New drug development industry is one of the key biotech development areas in Taiwan. The nature of new drug development involves high investment, high risk and long development time. As a result, some companies develop diversification as a strategy to reduce the risk. However, the scarcity of resource and manpower makes developing diversified products particularly challenging. This study would focus on why these companies choose diversification strategy and which strategies they develop. Knowledge management is very important for companies in research-intensive industry. This study would also explore how the companies practice knowledge management on its diversified projects. In addition, this study uses technological knowledge characteristics (path dependence, degree of uncertainty, and competitive position) to analyze the effect upon knowledge management process. In this study, multiple case study method to take the way through in-depth case interviews and secondary data collection, the conclusion is as follows:1.The reasons why new drug development companies in Taiwan underwent diversification vary a lot.2.Synergy motivation of new drug development companies in Taiwan will affect the path dependence of technological knowledge in target areas for diversification.3.Path dependence and competitive intensity of technological knowledge in target areas for diversification will affect the way of technical knowledge acquired in Taiwan’s new drug development companies.4.Path dependence of technological knowledge will affect the organizational design, the division of labor and object of personnel-type knowledge diffusion5.New drug development companies in Taiwan tend to choose 「Mechanical-Integrated」mode of knowledge Storage when the diversification activities.參考文獻 一、英文文獻1.Aaker, D. A. (1984). Development Business Strategies. England: John Wiley and Sons.2.Amit, R., & Livnat, J. (1988). Diversification Strategies, Business Cycles and Economic Performance. Strategic Management Journal, 9(2), 99-110.3.Ansoff, H. (1957). Strategies for Diversification. Harvard Business Review, 35(5), 113-124.4.Ansoff, H. I. (1965). The Firm of the Future. Harvard Business Review, 43(5), 162-178.5.Berry, C. H. (1975). Corporate Growth and Diversification. Journal of Law and Economics. Princeton, NJ: Princeton University Press.6.Bonora, E. A., & Revang, O. (1991). A Strategic Framework for Analyzing Professional Service Firm-developing Strategies for Sustained Performance. Strategic Management Society Inter-organizational Conference, Toronto, Canada.7.Booz, A. (1985). Hamilton.“Diversification: A Survey of European Chief Executives”. Booz, Allen and Hamilton. Inc. New York.8.Brajaraj, D. (1981). Choosing a Diversification Project in a Regulated Economy. Long Range Planning, 14(2), 78-86.9.Chandler, A. D. (1962). Strategy and Structure: Chapters in the History of the American Industrial Enterprise: Beard Books Inc.10.Cohen, W. M., & Levinthal, D. A. (1990). Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative Science Quarterly, 35(1).11.Cusumano, M. A., & Selby, R. W. (1995). Microsoft Secrets: Free Press New York NY.12.Davenport, T., Prusak, L., Wills, G., Alani, H., Ashri, R., Crowder, R., Kalfoglou, Y. and Kim, S., (1998). Working Knowledge: How Organizations Manage What They Know, Boston: Harvard Business School Press.13.Dosi, G. (1982). Technological Paradigms and Technological Trajectories: A Suggested Interpretation of the Determinants and Directions of Technical Change. Research Policy, 11(3), 147-162.14.Drucker, P. F. (1993). Post-Capital Society. New York: Haper Business.15.Gibbons, R., & Murphy, K. J. (1992). Optimal Incentive Contracts in the Presence of Career Concerns: Theory and Evidence. Journal of Political Economy, 100(3), 468-505.16.Glueck, W. F., & Jauch, L. R. (1984). Strategic Management and Business Policy: McGraw-Hill New York.17.Gort, M. (1962). Diversification and Integration in American Industry. NBER Books.18.Grant, R. M. (1996). Toward a Knowledge-Based Theory of the Firm. Strategic Management Journal, 17(10), 109-122.19.Hedlund, G. (1994). A Model of Knowledge Management and the N form Corporation. Strategic Management Journal, 15(S2), 73-90.20.Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (1995). Competitiveness And Globalization. Strategic Management: West Publishing.21.Jensen, M. C. (1986). Agency Costs of Free Cash Flow, Corporate Finance, and Takeovers. The American Economic Review, 76(2), 323-329.22.Jensen, M. C., & Murphy, K. J. (1990). Performance Pay and Top-Management Incentives. Journal of Political Economy, 98(2), 225-264.23.Kamien, M., & Schwartz, N. (1975). Market Structure and Innovative Activity: A Survey. Journal of Economic Literature, 13, 1-37.24.Lal, R., & Sarvary, M. (1999). When and How is the Internet Likely to Decrease Price Competition? Marketing Science, 18(4), 485-503.25.Leonard-Barton, D. (1995). Wellsprings of Knowledge: Harvard Business School Press Boston, MA.26.Nelson, R. R. (1993). National Innovation Systems: A Comparative Analysis: Oxford University Press, USA.27.Nelson, R. R., & Winter, S. G. (1977). In Search of Useful Theory of Innovation. Research policy, 6(1), 36-76.28.Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. Organization Science, 5(1), 14-37.29.Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company. New York, 1, 995-995.30.Padmore, T., Schuetze, H., & Gibson, H. (1998). Modeling Systems of Innovation: An Enterprise-Centered View. Research Policy, 26(6), 605-624.31.Pitts, R. A., & Hopkins, H. D. (1982). Firm Diversity: Conceptualization and Measurement. Academy of Management Review, 7(4), 620-629.32.Polanyi, M. (1958). Personal Knowledge: Routledge London.33.Porter, M. (1990). The Comparative Advantage of Nations: New York: Free Press.34.Powell, W., Koput, K., & Smith-Doerr, L. (1996). Technological Change and the Locus of Innovation: Networks of Learning in Biotechnology. Administrative Science Quarterly, 41(1), 116-145.35.Ramanujam, V., & Varadarajan, P. (1989). Research on Corporate Diversification: A Synthesis. Strategic Management Journal, 10(6), 523-551.36.Reed, R., & Luffman, G. A. (1986). Diversification: The Growing Confusion. Strategic Management Journal, 7(1), 29-35.37.Roussel, P. A., Saad, K. N., & Erickson, T. J. (1991). Third Generation R&D: Managing the Link to Corporate Strategy: Harvard Business Press.38.Rumelt, R. (1974). Strategy, Structure and Performance. Division of Research, Harvard Business School.39.Stulz, R. M. (1990). Managerial Discretion and Optimal Financing Policies. Journal of financial Economics, 26(1), 3-27.40.Teece, D. J. (1982). Towards an Economic Theory of the Multiproduct Firm. Journal of Economic Behavior & Organization, 3(1), 39-63.41.Teece, D. J. (1996). Firm Organization, Industrial Structure, and Technological Innovation . Journal of Economic Behavior & Organization, 31(2), 193-224.42.Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7), 509-533.43.Von Hippel, E.(1988). The Sources of Innovation (Vol. 132): Oxford University Press New York.44.Weggeman, M. (1997). Knowledge Management: Design and Control of Knowledge Intensive Organizations: Scriptum, Schiedam.45.Wheelwright, S. C., Clark, K. B., & School, H. B. (1992). Creating Project Plans to Focus Product Development: Harvard Business School Publishing.46.Yin, R. K. (1994). Case Study Research: Design and Methods, Applied Social Research Methods Series, vol. 5. Thousand Oaks: Sage, 1(2), 3-3.47.Zack, M. H. (1999). Managing Codified Knowledge. Sloan Management Review, 40(4), 45-58.48.Zand, D. E. (1981). Information, Organization, and Power: Effective Management in the Knowledge Society: McGraw-Hill New York.二、中文文獻1.司徒達賢 (1995)，策略管理：遠流出版事業股份有限公司。2.吳思華 (1996)，服務業中知識資源建構與維持策略之研究，第二屆服務業管理研究研討會。3.李仁芳 (1998)，合作研發與國家創新系統：科技政策報導。4.李仁芳、花櫻芬 (1997)，「技術知識類型與知識交流網路模型」，科技管理學刊, 第二卷(第一期)，p75-121。5.李仁芳、張如蓮 (1997)，高科技事業中創新類類型與組織知識創造之研究: 第二屆管理學術定性研究研討會。6.李仁芳、賴建男、賴威龍 (1997)，台灣IC設計業中技術知識特質與組織動態能耐之研究，科技管理學刊，第三卷(第一期)，p37-80。7.林吟紋 (2007)，企業多角化轉型過程中的知識管理之探討--以製造業為例。 國立政治大學科技管理研究所碩士論文。8.林榮華 (2002)，如何評估新藥研發股。9.許月瑛 (1998)，台灣精密機械業產品創新與組織知識流通之研究。國立政治大學科技管理研究所碩士論文。.10.陳振昌 (1994)，台灣集團企業多角化策略與績效關聯之實證研究。 國立中興大學企管研究所碩士論文。11.陳啟祥 (2008) ，台灣生技產業發展趨勢與「生技新藥產業發展條例」影響：經濟部生物技術與醫藥工業發展推動小組。12.陳淑芳 (2009)，台灣保健食品產業現況分析與趨勢。農業生技產業季刊第18期，p9-13。13.廖光將 (1996) ，台灣地區集團企業多角化策略與績效關係之研究：投資組合理論之應用。國立成功大學國際企業研究所碩士論文。14.謝慶龍 (2001)，從PC 時代到IA 時代 日本半導體廠商之技術知識特質與知識管理作為之研究。國立政治大學經營管理碩士學程科技管理組碩士論文。15.譚大純，劉廷揚，蔡明洲 (1995)，知識管理文獻之回顧與分類. 1999年中華民國科技研討會論文集。16.基亞生物科技股份有限公司，九十九年年公開說明書。17.基亞生物科技股份有限公司，九十八年公開說明書。18.懷特生技新藥股份有限公司，九十八年公開說明書。19.基亞生物科技股份有限公司網站http://www.medigen.com.tw/ (2011/1/30)。20.懷特生技新藥股份有限公司網站http://www.phytohealth.com.tw/tc/index.php (2011/1/30)。21.2009年生技產業白皮書，經濟部工業局。22.2010年生計產業白皮書，經濟部工業局。 描述 碩士
國立政治大學
科技管理研究所
96359035
99資料來源 http://thesis.lib.nccu.edu.tw/record/#G0096359035 資料類型 thesis dc.contributor.advisor 陳桂恆<br>吳豐祥 zh_TW dc.contributor.advisor Chen, Keith<br>Wu, Feng Shang en_US dc.contributor.author (作者) 江政倫 zh_TW dc.contributor.author (作者) Chiang, Cheng Lun en_US dc.creator (作者) 江政倫 zh_TW dc.creator (作者) Chiang, Cheng Lun en_US dc.date (日期) 2010 en_US dc.date.accessioned 4-九月-2013 11:17:02 (UTC+8) - dc.date.available 4-九月-2013 11:17:02 (UTC+8) - dc.date.issued (上傳時間) 4-九月-2013 11:17:02 (UTC+8) - dc.identifier (其他 識別碼) G0096359035 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/59991 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 科技管理研究所 zh_TW dc.description (描述) 96359035 zh_TW dc.description (描述) 99 zh_TW dc.description.abstract (摘要) 新藥研發是台灣生技發展的重點產業。新藥研發一般具有高投資、高風險與研發期長的特性。因此，有些公司會透過多角化的策略來分散風險。不過，在有限的資源與人力下，發展多角化的產品通常是個極具挑戰的任務。因此，本研究針對新藥研發公司，就其採取多角化的動機與策略來加以探討。 此外，在知識經濟的時代，知識已成為企業最重要的資產，如何透過有效的知識管理以提昇組織知識的價值，則是企業所重視的關鍵性議題之一。新藥研發屬知識密集產業，知識管理對於公司相當重要。因此本研究亦從知識特性的觀點（路徑相依度、不確定程度與競爭衝擊程度）來探討其對知識管理的影響。 本研究在方法上採取多重個案研究的方式，透過深入個案訪談與次級資料收集，所得到的結論如下：1. 台灣新藥研發公司選擇多角化策略的動機相當多元。2. 台灣新藥研發公司多角化的動機與多角化目標領域之路徑相依度有關。3. 台灣新藥研發公司多角化目標領域技術知識的路徑相依度與競爭衝擊程度會影響其技術知識吸收的方式。4. 台灣新藥研發公司多角化目標領域技術知識的路徑相依度會影響其組織設計、分工與人員式知識擴散的對象。5. 台灣新藥研發公司進行多角化產品研發時，其知識蓄積活動上傾向於採取「機械-整合式」的蓄積方式。 zh_TW dc.description.abstract (摘要) New drug development industry is one of the key biotech development areas in Taiwan. The nature of new drug development involves high investment, high risk and long development time. As a result, some companies develop diversification as a strategy to reduce the risk. However, the scarcity of resource and manpower makes developing diversified products particularly challenging. This study would focus on why these companies choose diversification strategy and which strategies they develop. Knowledge management is very important for companies in research-intensive industry. This study would also explore how the companies practice knowledge management on its diversified projects. In addition, this study uses technological knowledge characteristics (path dependence, degree of uncertainty, and competitive position) to analyze the effect upon knowledge management process. In this study, multiple case study method to take the way through in-depth case interviews and secondary data collection, the conclusion is as follows:1.The reasons why new drug development companies in Taiwan underwent diversification vary a lot.2.Synergy motivation of new drug development companies in Taiwan will affect the path dependence of technological knowledge in target areas for diversification.3.Path dependence and competitive intensity of technological knowledge in target areas for diversification will affect the way of technical knowledge acquired in Taiwan’s new drug development companies.4.Path dependence of technological knowledge will affect the organizational design, the division of labor and object of personnel-type knowledge diffusion5.New drug development companies in Taiwan tend to choose 「Mechanical-Integrated」mode of knowledge Storage when the diversification activities. en_US dc.description.tableofcontents 中文摘要 I英文摘要 II目次 III圖目錄 VII表目錄 VIII第一章 緒論 1第一節 研究背景與動機 1壹、 研究背景 1貳、 研究動機 3第二節 研究目的 4第三節 研究流程 5第二章 文獻分析 6第一節 新藥研發公司 6壹、 新藥的定義 6貳、 新藥研發公司的定義 7參、 新藥研發的特性 7第二節 多角化 10壹、 多角化的定義 10貳、 多角化的動機 13第三節 技術知識的特質 17壹、 技術知識的定義 17貳、 技術知識的特質 20第四節 知識管理流程 29壹、 知識管理 29貳、 知識的吸收 30參、 知識的創造 34肆、 知識的蓄積 38伍、 知識的分享 44陸、 技術知識特質對組織知識管理程序的影響 45第五節 本章小結 48第三章 研究方法 50第一節 研究架構 50第二節 研究構面與變數說明 51壹、 多角化的動機 51貳、 多角化目標領域技術知識特質 51參、 多角化過程中知識管理程序 52第三節 研究設計與資料蒐集 54壹、 研究方法 54貳、 研究對象 55參、 資料蒐集方法 56第四節 研究限制 57第四章 個案研究 58第一節 個案公司基本資料 58壹、 基亞生技公司簡介 58貳、 懷特新藥公司簡介 64第二節 基亞生技個案-HLA檢驗試劑 72壹、 基亞在醫療器材產業的發展 72貳、 多角化的動機 77參、 多角化目標領域技術知識特質 78肆、 知識管理程序 81第三節 懷特新藥個案-懷特麴寶 88壹、 懷特新藥健康在食品產業的發展 88貳、 多角化的動機 93參、 多角化目標領域的技術知識特質 94肆、 知識管理程序 96第四節 個案彙整與分析 101壹、 個案公司多角化的動機之比較 101貳、 技術知識的特性 101參、 多角化過程中知識管理程序之比較 104第五章 發現與討論 108第六章 結論與建議 120第一節 研究結論 120第二節 實務上建議 122第三節 後續研究 124參考文獻 125一、英文文獻 125二、中文文獻 129 zh_TW dc.format.extent 1995886 bytes - dc.format.mimetype application/pdf - dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0096359035 en_US dc.subject (關鍵詞) 生技製藥 zh_TW dc.subject (關鍵詞) 研發 zh_TW dc.subject (關鍵詞) 多角化 zh_TW dc.subject (關鍵詞) 技術知識特質 zh_TW dc.subject (關鍵詞) 知識管理 zh_TW dc.subject (關鍵詞) Biotechnology en_US dc.subject (關鍵詞) Pharmaceutical Industry en_US dc.subject (關鍵詞) Research and Development en_US dc.subject (關鍵詞) Diversification en_US dc.subject (關鍵詞) Characteristic of Technology en_US dc.subject (關鍵詞) Knowledge Attributes en_US dc.subject (關鍵詞) Knowledge Management en_US dc.title (題名) 台灣新藥研發公司多角化策略分析 -從知識管理程序觀點 zh_TW dc.title (題名) Diversification strategy analysis of new drug discovery company in Taiwan：the perspective of knowledge management process en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 一、英文文獻1.Aaker, D. 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