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題名 生技製藥智慧資本與研發管理對策 -以台灣新創製藥公司為例
Intellectual Capital and R&D Management Strategy for Biotech and Pharmaceutical Industry: A Case Study on New Pharmaceutical Ventures in Taiwan作者 洪嘉鴻 貢獻者 劉江彬<br>陳桂恆
洪嘉鴻關鍵詞 生技製藥產業
智慧資本
組織資本
研發管理
智財管理
Biotech and Pharmaceutical Industry
Intellectual Asset
Organizational Asset
Research and Development Management
Intellectual Property Management日期 2009 上傳時間 5-Sep-2013 14:45:50 (UTC+8) 摘要 二十一世紀是知識經濟的時代，傳統製造業所看重的有形資本已不足以維持企業優勢，無形的智慧資本在新型態的企業競爭中所扮演的角色日顯重要。各行各業都有無形資產，種類性質因產業而異，傳統製造業重視營業秘密、商譽，高科技產業的專利則是公司競爭力的核心，而屬於知識高度密集產業的生技產業更需要重視智慧資本的管理。生技產業的結構複雜，價值鏈長、分工專業、產品開發期漫長，在產品成功上市之前的開發時期中，公司資產多屬於無形的智慧資本，無法從傳統的財務報表觀察其真正的企業價值。相較於其他產業，生技公司更必須訴求於正確的無形資產管理方式，方能成功兌現其智慧資本。本研究先藉由文獻回顧統整台灣生技產業的相關現況、過去相關智慧資本管理研究以及研發管理等議題，歸納出一般性共識與管理原則。接著依循這些重點，訪談三家台灣生技公司的經理人，包括台灣微脂體、中裕新藥與因華生技，深入了解台灣產業經營實務與現況，探討其智慧資本中的人力、組織與關係資本在個案公司內的蓄積方式，從研發管理模式、組織制度設計與智財管理等面向進行綜合比較。本研究認為研發能量與知識管理在組織制度中的蓄積，是台灣業界經營管理上常見的盲點，台灣生技新藥業者多重視新技術的研發，普遍對智慧資本其他面向的重視程度不高，但對生技產業而言，扣除資金與技術後，公司的長期競爭力往往都是在組織發展的過程中累積而來的，忽視知識管理與組織制度的養成，對於企業長久發展有關鍵性的負面影響。研究中的個案最終都必須往累積組織資本的方向邁進，若不針對組織資本的蓄積設計恰當的管理方法，為研發人才設計合適的制度與生涯發展管道，將研發團隊的知識能量內化為企業自有資產，只期望以短期的數據績效取得資金支持，忽視智慧資本的管理與培養，並非生技產業長久經營之道。建議生技公司除了聘僱專業經理人處理資金與股東的關係外，也要重視研發長與策略長在組織中的地位，大膽給予權利，調整組織的運作模式，設計出能累積公司能量的專案管理流程，才是生技公司創造競爭力之本。
In the era of knowledge-based economy, the tangible assets highly-valued by traditional manufacturing industry is no more enough solely to maintain industrial competency. Intangible intellectual assets become more and more important in modern commercial competitions. The intangible assets exist and vary according to different industries. Traditional manufacturing industry looks highly upon trade secrets and brand reputation while patent is the core competency to high-tech companies. Biotech industry belongs to a high knowledge-intensive business and should emphasize more on the management of intellectual assets. Biotech industry is characterized of a complicated system, a long value chain, specialized divisions of labor, and a prolonged timeline of product development. The company assets before the successful commercialization of a product are usually intangible intellectual property and a biotech company during this period cannot be accurately evaluated from traditional financial reports. Hence, compared to other business, biotech companies should resort more actively to appropriate intangible intellectual asset management to achieve a successful redemption of its intellectual assets.This thesis will firstly through the literature study depict the current condition of Taiwan biotech industry and important issues on intellectual asset management and R&D management, inducing several principles of management. Further, the study proceeds with the principles induced to examine three new ventures in Taiwan, Taiwan Liposome Company (TLO), TaiMed Biologics, and InnoPharmax. The discussion will elaborate the practice of intellectual asset management of biotech industry in Taiwan, analyzing and comparing the accumulation of human capital, organizational capital, and relationship capital in the three cases.The study proposes that Taiwan biotech companies usually neglect the accumulation and management of R&D capacity and knowledge in the enterprise organization system. The companies in question invest their resources mostly on the development of new technology and less on other intellectual assets. However, in the long run, the competency of a biotech company accumulates while the organization develops, other than the financial capital and technology. The depreciation of knowledge management and organization system will cause fatal influences on the company. The cases in the thesis must eventually develop their own organizational capital. Biotech companies need to devise appropriate management for organizational capital and preferable career paths for researchers and engineers, to internalize the knowledge capacity of the research team into the company assets. It is not beneficial to a biotech company in the long run to expect financial supports with short-termed achievements, instead of the management and cultivation of intellectual assets. It is advised that other than hiring professional manager for investor relations, the biotech company should pay more attention to the function of CRO and CSO in the organization and sufficiently authorize them into full play. It should also focus on the operation of the organization, adjusting and devising program management to accumulate knowledge capacity, to firmly establish the core competency in a biotech company.參考文獻 一、中文部分論文林群倫(2008)，生技製藥產業的價值創造模式，國立政治大學智慧財產研究所碩士論文。陳昌禮(2004)，生物科技產業價值創造之效率研究，中國文化大學經濟學研究所碩士論文。張玉蓓(2005)，台灣生物技術產業的智慧資本使用效率與營運績效分析，元智大學國際企業學系碩士論文。梁詠涵(2004)，合作夥伴的特質、關係強度與關係資本間的關聯，國立交通大學管理科學系碩士論文。劉承愚(2002)，從NASDAQ 及我國生物科技股之特性及股價表現探討生物科技公司企業價值之創造，國立台灣大學財務金融學研究所碩士論文。報紙期刊行政院國家開發基金會，2008年年報。李仁芳(1999)，產權結構、專質性知識與管理統制效能之探索，智慧資本在台灣個案研究。克雷頓．克里斯汀生(2000)，吳凱琳譯，創新的兩難，商周出版。吳明基(2009)，2009生技產業白皮書，經濟部工業局。吳思華、賴鈺晶等(2000)，我國網際網路智慧資本衡量及發展措施研究，經濟部工業局軟體五年計畫工作室委託計畫。洪榮昭(1999)，創新管理為企業錘鍊新動力，管理雜誌，296期，44-47頁。曹延傑(1990)，專案管理，格致圖書有限公司。劉江彬、黃俊英(1998)，智慧財產權的法律與管理，華泰書局。二、英文部分期刊Barrett B.(2002), Integrating the intellectual property value chain, Nature Biotechnology,Vol 20, pp. 43-46Bean, Alden S.(1995), Why some R&D organizations are more productive than others, Research Technology Management, Vol 38(1), pp.25-29.Bontis, Nick (1996), There is Price on Your Head：Managing Intellectual Capital Strategically , Business Quarterly, pp.40-47.Booth, R.(1998), The measurement of intellectual capital, Management accounting(British) , pp. 26-29.Brooking, A.(1996). Intellectual Capital., International Thomson Business Press, London.Chadturi and Tabrizi(1999),Capturing the real value in high-tech acquisitions,Harvard Business Review sep-Oct.Henry W.C. (2003), Open Innovation: The New Imperative for Creating And Profiting from Technology,Harvard Business School Press.Cooper, R.G. and Kleinschmidt E. J.(1996), Winning Business in Product Develop: The Critical Success Factors, Research Technology Management, Vol 39(4), pp. 19-29.Debra M. Amidon(1996), The Challenge of Fifth Generation R&D, Research-Technology Management, Vol 39(4), pp. 33-41.Drucker, P. F.(1981) ,What is business ethics. , Across the Board,16(3), pp. 22-32.Duquette D.J. and Stowe A. M.(1993), A performance measurement model for the office of inspector general. , Government Accountants, 42(2), pp. 27-50.Green Chris(1993), well-designed performance measurement is the strategy tool for controlling your business objectives, Manager Canadian, pp.24-27.Hubert,Saint-Onge(1996), Tacit knowledge：the key to the strategic alignment of intellectual capital,Strategy and Leadership,Vol.24,No.2,Mar/Apr,pp.10-14.Kaplan,R.S. and Norton, D. P.(1996), Using the balanced scorecard as a strategic management system, Harvard Business Review, Jan/Fab, pp.75-85.Lev,B. and Sougiannis,T.,(1996), The capitalization, amortization, and value-relevance of R&D , J.Account.Econ., Vol.21, No.1,pp. 107-138.Larson, F. Charles(2007), 50 Years of Change in Industrial Research and Technology Management, Research Technology Management, Vol. 50(1), pp.26-31.Leah Lo (2003), Protection of Intellectual Property for Small and Medium Enterprises, Intellectual Property Rights,Asian Productivity Organization, p.66.Leonard-Barton, D. (1995), Well-spirits of Knowledge-Building and Sources of Innovation,M. A.: Harvard Business School Press.Lev Baruch(1999), Knowledge Management:Fed or Need, Research Technology Management,Vol 42,No.3, pp.9-10.Moore,Cheng,& Dainty (2002).Competence, competency and competencies-performance assessment in organisations, Work Study, 51(6), 314-319.Morbey, G. K.(1988), R&D: Its Relationship to Company Performance, Journal of Product Innovation Management,5(3): pp.191-200.Nohira, N. and Gulati,R.(1995), what is the optimum amount of organizational slack? A study of the relationship between slack and innovation in multinational firms, Academy of management journal, pp.32-38. Oliver, A. L. (2001), Strategic Alliance and the learning life-cycle of biotechnology firms, Organization studies, 22(3), pp. 467-489.O’Reilly,Chatman and Caldwell(1991),People and organizational culture:a profile Comparison to Assessing Person-Organization Fi,,Academy of Management Journal , pp. 487-516.Petrash,G.P.(1996) , Dow’s journey to a knowledge value management culture, European management journal 14, pp. 365-373.Pitkethly, R. H. (2001), Intellectual Property Strategy in Japanese and UK Companies: Patent Licensing Decisions and Learning Opportunities, Research Policy, Vol. 30, pp. 425-442Powell, W. W., Koput K. W. and Smith-Doerr L. (1996), Interorganizational Collaboration and the locus of innovation：Networks of Learning in Biotechnology, A dministrative Science Quarterly, 41, pp. 116-145.Robert Szakonyi(1994), Measuring R&D Effectiveness, Research Technology Management, Vol 37, pp.44-45.Roussel,P.A.(1991), Third Generation R&D:Managing the link to corporate strategy, Cambridge:Harvard University Press.Roos,G.and Ross,J(1997),Measuring Your Company’s Intellectual Performance ,Long Range ,Vol.30,No.3.,pp.413-426.Somaya, D. (2002), Theoretical Perspectives on Patent Strategy, Strategic Management Journal, 24(1), pp.17-38Steers,R.M.(1975), Problem in the measurement of organizational effectiveness. , Administrative Science Quarterly,20(12), pp. 549-550.Stewart,T,A.(1994), Your company’s most valuable asset: Intellectual Capital , Fortune, October 3, pp.28-33Tuller L. W.(1994), Small Business Valuation Book, Massachusetts：Bob Adams Inc., pp. 17-25.Wheelwright, C. (1993), Managing New Product and Process Development, New York: Fress Press.Wheelwright, Steven C.and Edward T Smith (1999) ,New Product Development Imperative, The Harvard Business School Note 699-152. 描述 碩士
國立政治大學
智慧財產研究所
97361001
98資料來源 http://thesis.lib.nccu.edu.tw/record/#G0097361001 資料類型 thesis dc.contributor.advisor 劉江彬<br>陳桂恆 zh_TW dc.contributor.author (Authors) 洪嘉鴻 zh_TW dc.creator (作者) 洪嘉鴻 zh_TW dc.date (日期) 2009 en_US dc.date.accessioned 5-Sep-2013 14:45:50 (UTC+8) - dc.date.available 5-Sep-2013 14:45:50 (UTC+8) - dc.date.issued (上傳時間) 5-Sep-2013 14:45:50 (UTC+8) - dc.identifier (Other Identifiers) G0097361001 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/60387 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 智慧財產研究所 zh_TW dc.description (描述) 97361001 zh_TW dc.description (描述) 98 zh_TW dc.description.abstract (摘要) 二十一世紀是知識經濟的時代，傳統製造業所看重的有形資本已不足以維持企業優勢，無形的智慧資本在新型態的企業競爭中所扮演的角色日顯重要。各行各業都有無形資產，種類性質因產業而異，傳統製造業重視營業秘密、商譽，高科技產業的專利則是公司競爭力的核心，而屬於知識高度密集產業的生技產業更需要重視智慧資本的管理。生技產業的結構複雜，價值鏈長、分工專業、產品開發期漫長，在產品成功上市之前的開發時期中，公司資產多屬於無形的智慧資本，無法從傳統的財務報表觀察其真正的企業價值。相較於其他產業，生技公司更必須訴求於正確的無形資產管理方式，方能成功兌現其智慧資本。本研究先藉由文獻回顧統整台灣生技產業的相關現況、過去相關智慧資本管理研究以及研發管理等議題，歸納出一般性共識與管理原則。接著依循這些重點，訪談三家台灣生技公司的經理人，包括台灣微脂體、中裕新藥與因華生技，深入了解台灣產業經營實務與現況，探討其智慧資本中的人力、組織與關係資本在個案公司內的蓄積方式，從研發管理模式、組織制度設計與智財管理等面向進行綜合比較。本研究認為研發能量與知識管理在組織制度中的蓄積，是台灣業界經營管理上常見的盲點，台灣生技新藥業者多重視新技術的研發，普遍對智慧資本其他面向的重視程度不高，但對生技產業而言，扣除資金與技術後，公司的長期競爭力往往都是在組織發展的過程中累積而來的，忽視知識管理與組織制度的養成，對於企業長久發展有關鍵性的負面影響。研究中的個案最終都必須往累積組織資本的方向邁進，若不針對組織資本的蓄積設計恰當的管理方法，為研發人才設計合適的制度與生涯發展管道，將研發團隊的知識能量內化為企業自有資產，只期望以短期的數據績效取得資金支持，忽視智慧資本的管理與培養，並非生技產業長久經營之道。建議生技公司除了聘僱專業經理人處理資金與股東的關係外，也要重視研發長與策略長在組織中的地位，大膽給予權利，調整組織的運作模式，設計出能累積公司能量的專案管理流程，才是生技公司創造競爭力之本。 zh_TW dc.description.abstract (摘要) In the era of knowledge-based economy, the tangible assets highly-valued by traditional manufacturing industry is no more enough solely to maintain industrial competency. Intangible intellectual assets become more and more important in modern commercial competitions. The intangible assets exist and vary according to different industries. Traditional manufacturing industry looks highly upon trade secrets and brand reputation while patent is the core competency to high-tech companies. Biotech industry belongs to a high knowledge-intensive business and should emphasize more on the management of intellectual assets. Biotech industry is characterized of a complicated system, a long value chain, specialized divisions of labor, and a prolonged timeline of product development. The company assets before the successful commercialization of a product are usually intangible intellectual property and a biotech company during this period cannot be accurately evaluated from traditional financial reports. Hence, compared to other business, biotech companies should resort more actively to appropriate intangible intellectual asset management to achieve a successful redemption of its intellectual assets.This thesis will firstly through the literature study depict the current condition of Taiwan biotech industry and important issues on intellectual asset management and R&D management, inducing several principles of management. Further, the study proceeds with the principles induced to examine three new ventures in Taiwan, Taiwan Liposome Company (TLO), TaiMed Biologics, and InnoPharmax. The discussion will elaborate the practice of intellectual asset management of biotech industry in Taiwan, analyzing and comparing the accumulation of human capital, organizational capital, and relationship capital in the three cases.The study proposes that Taiwan biotech companies usually neglect the accumulation and management of R&D capacity and knowledge in the enterprise organization system. The companies in question invest their resources mostly on the development of new technology and less on other intellectual assets. However, in the long run, the competency of a biotech company accumulates while the organization develops, other than the financial capital and technology. The depreciation of knowledge management and organization system will cause fatal influences on the company. The cases in the thesis must eventually develop their own organizational capital. Biotech companies need to devise appropriate management for organizational capital and preferable career paths for researchers and engineers, to internalize the knowledge capacity of the research team into the company assets. It is not beneficial to a biotech company in the long run to expect financial supports with short-termed achievements, instead of the management and cultivation of intellectual assets. It is advised that other than hiring professional manager for investor relations, the biotech company should pay more attention to the function of CRO and CSO in the organization and sufficiently authorize them into full play. It should also focus on the operation of the organization, adjusting and devising program management to accumulate knowledge capacity, to firmly establish the core competency in a biotech company. en_US dc.description.tableofcontents 第一章 緒論 1 第一節 研究背景與動機 第二節 研究方法 第三節 研究架構 第四節 資料來源 第五節 研究限制 第二章 文獻回顧 7 第一節 生技產業概述 第二節 台灣生技產業價值評析 第三節 生技製藥業智慧資本分析 第四節 新藥開發研發管理探討 第三章 生技製藥管理策略 51 第一節 製藥公司營運模式 第二節 新藥開發公司的智慧資本 第三節 研發團隊管理 第四節 研發制度設計 第五節 智慧財產管理 第四章 個案研究 72 第一節 台灣微脂體 第二節 中裕新藥 第三節 因華生技 第四節 個案比較第五章 結論與建議 100 第一節 研究結論 第二節 研究建議 參考文獻 106 zh_TW dc.format.extent 3288640 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/#G0097361001 en_US dc.subject (關鍵詞) 生技製藥產業 zh_TW dc.subject (關鍵詞) 智慧資本 zh_TW dc.subject (關鍵詞) 組織資本 zh_TW dc.subject (關鍵詞) 研發管理 zh_TW dc.subject (關鍵詞) 智財管理 zh_TW dc.subject (關鍵詞) Biotech and Pharmaceutical Industry en_US dc.subject (關鍵詞) Intellectual Asset en_US dc.subject (關鍵詞) Organizational Asset en_US dc.subject (關鍵詞) Research and Development Management en_US dc.subject (關鍵詞) Intellectual Property Management en_US dc.title (題名) 生技製藥智慧資本與研發管理對策 -以台灣新創製藥公司為例 zh_TW dc.title (題名) Intellectual Capital and R&D Management Strategy for Biotech and Pharmaceutical Industry: A Case Study on New Pharmaceutical Ventures in Taiwan en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 一、中文部分論文林群倫(2008)，生技製藥產業的價值創造模式，國立政治大學智慧財產研究所碩士論文。陳昌禮(2004)，生物科技產業價值創造之效率研究，中國文化大學經濟學研究所碩士論文。張玉蓓(2005)，台灣生物技術產業的智慧資本使用效率與營運績效分析，元智大學國際企業學系碩士論文。梁詠涵(2004)，合作夥伴的特質、關係強度與關係資本間的關聯，國立交通大學管理科學系碩士論文。劉承愚(2002)，從NASDAQ 及我國生物科技股之特性及股價表現探討生物科技公司企業價值之創造，國立台灣大學財務金融學研究所碩士論文。報紙期刊行政院國家開發基金會，2008年年報。李仁芳(1999)，產權結構、專質性知識與管理統制效能之探索，智慧資本在台灣個案研究。克雷頓．克里斯汀生(2000)，吳凱琳譯，創新的兩難，商周出版。吳明基(2009)，2009生技產業白皮書，經濟部工業局。吳思華、賴鈺晶等(2000)，我國網際網路智慧資本衡量及發展措施研究，經濟部工業局軟體五年計畫工作室委託計畫。洪榮昭(1999)，創新管理為企業錘鍊新動力，管理雜誌，296期，44-47頁。曹延傑(1990)，專案管理，格致圖書有限公司。劉江彬、黃俊英(1998)，智慧財產權的法律與管理，華泰書局。二、英文部分期刊Barrett B.(2002), Integrating the intellectual property value chain, Nature Biotechnology,Vol 20, pp. 43-46Bean, Alden S.(1995), Why some R&D organizations are more productive than others, Research Technology Management, Vol 38(1), pp.25-29.Bontis, Nick (1996), There is Price on Your Head：Managing Intellectual Capital Strategically , Business Quarterly, pp.40-47.Booth, R.(1998), The measurement of intellectual capital, Management accounting(British) , pp. 26-29.Brooking, A.(1996). 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