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題名 以資源依賴的角度探討日本學名藥市場的成長策略
Growth strategies in Japanese generic drug market: a resource dependence perspective作者 王昱中
Wang, Yu Chung貢獻者 管康彥
王昱中
Wang, Yu Chung關鍵詞 學名藥
資源依賴
澤井製藥
東和藥品
日醫工
TEVA
Lupin日期 2013 上傳時間 14-Jul-2014 11:25:35 (UTC+8) 摘要 為了能讓每一位國民，不論收入高低，均能享有看病及領藥的權利，健康保險制度是大部份先進國家提供給國民的重要福利之一，然而龐大的開支卻常常造成政府財政沉重的負擔。日本長期不景氣以及嬰兒潮世代退休後的少子化現象，均造成健保財政入不敷出，而為了解決這個問題，日本政府最近十年來採取一連串鼓勵性的政策，希望能讓同效果但成本較便宜的學名藥，取代專利過期卻仍然維持高價的原開發廠藥。因日本是僅次於美國全世界第二大藥品市場，在政府政策的帶領下，學名藥市場的快速膨脹是意料中之事，因此除了日本本土的學名藥廠外，也吸引了各國外資學名藥廠加入競爭，而本研究將以澤井製藥、東和藥品、日醫工、日本TEVA、及日本Lupin等五家學名藥廠作為研究的對象。 \n 本研究將從Pfeffer及Salancik所提出之資源依賴的角度探討上述各藥廠的策略，是否有使用併購、合資、獨立董事、協會、政治力量、及經理人配置等六種對抗資源依賴的對策，雖然五家企業均處在日本學名藥業界，因此擁有共同的政治、社會、經濟、及技術環境因素，但是因各個企業的屬性及經營策略不同，因此所面對來自供應商、客戶、甚至是競爭對手的資源依賴模式都不盡相同。\n本研究結論指出，既有品牌使用併購及合資較保守，且重視利潤，而後發品牌則傾向使用併購及合資、重視營收、且在併購不可能或不適當時才會考慮合資或少數參股等策略；個案公司幾乎不使用獨立董事，在日本本土藥廠的董事會成員多為經營團隊，而外資的董事長一律是母公司的人員；個案公司均參加學名藥製藥協會，但不在減少競爭，而在擴大整體市場；依作者的資訊所及無法判斷各公司是否有運用政治力量；最後，資源依賴決定經理人配置的情況在外資企業明顯，在本土企業則無，因後者均為家族企業。 參考文獻 一、 英文文獻\n1. Arthaud-Day, M. L., Certo, S. T., Dalton, C. M., & Dalton, D. R. (2006). A changing of the guard: Executive and director turnover following corporate financial restatements. Academy of Management Journal, 49: 1119-1136.\n2. Auster, E. R. (1994). Macro and strategic perspectives on interorganizational linkages: A comparative analysis and review with suggestions for reorientation. Greenwich, CT: JAI Press.\n3. Burt, R. S. (1980). Cooptive corporate actor networks: A reconsideration of interlocking directorates involving American manufacturing. Administrative Science Quarterly, 25: 557-582.\n4. Cannella, A. A., & Lubatkin, M. (1993). Succession as a sociopolitical process: Internal impediments to outsider selection. Academy of Management Journal, 36: 763-793.\n5. Casciaro, T., & Piskorski, M. J. (2005). Power imbalance, mutual dependence, and constraint absorption: A closer look at resource dependence theory. Administrative Science Quarterly, 50: 167-199.\n6. Certo, S. T. (2003). Influencing initial public offering investors with prestige: Signaling with board struc- tures. Academy of Management Review, 28: 432-446.\n7. Certo, S. T., Daily, C. M., & Dalton, D. R. (2001). Signaling firm value through board structure: An inves- tigation of initial public offerings. Entrepreneurship: Theory and Practice, 26: 33-50.\n8. Child, J. (1972). “Organization structure, environment, and performance – the role of strategic choice”. Sociology, 6:1~22\n9. Daily, C. M. (1996). Governance patterns in bankruptcy reorganizations. Strategic Management Journal, 17: 355-375.\n10. Daily, C. M., & Dalton, D. R. (1994). Bankruptcy and corporate governance: The impact of board compo- sition and structure. Academy of Management Journal, 37: 1603-1617.\n11. Elg, U. (2000). Firms’ home–market relationships: Their role when selecting international alliance part- ners. Journal of International Business Studies, 31: 169-177.\n12. Galbraith, C. S., & Stiles, C. H. (1984). Merger strategies as a response to bilateral market power. Academy of Management Journal, 27: 511-524.\n13. Goes, J. B., & Park, S. H. (1997). Interorganizational links and innovation: The case of hospital services. Academy of Management Journal, 40: 673-696.\n14. Gort, M (1962). Diversification and Integration in American Industry. Princeton University Press.\n15. Harrison, J. R., Torres, D. L., & Kukalis, S. (1988). The changing of the guard: Turnover and structural change in the top-management positions. Administrative Science Quarterly, 33: 211-232.\n16. Hickson, D. J., Hinings, C. R., Lee, C.A., Schneck, R. E. and Pennings J. M. (1971). “A strategic contingencies’ theory of intraorganizational power’. Administrative Science Quarterly, 16: 216~229\n17. Hillman, A., Withers, M, & Collins, B (2008). Resource Dependence Theory: A Review. Journal of Management. Thousand Oaks, CA: Sage Publications\n18. Inkpen, A. C., & Beamish, P. W. (1997). Knowledge, bargaining power, and the instability of international joint ventures. Academy of Management Review, 22: 177-202.\n19. Katz, D & Kahn, R. L. (1966). The Social Psychology of Organization. New York: Wiley\n20. Litwak, E. & Hylton, L. F. (1962). “Interorganizational analysis: a hypothesis on co-ordinating agencies”. Administrative Science Quarterly, 6:395~420\n21. Luoma, P., & Goodstein, J. (1999). Stakeholders and corporate boards: Institutional influences on board composition and structure. Academy of Management Journal, 42: 553-563.\n22. McEachern, W. A. (1975). Managerial Control and Performance. Lexington, MA: Heath.\n23. Mead, W. J. (1967). “The Competitive Significance of Joint Venture”. The Antitrust Bulletin, 12: 819~849\n24. Meznar, M. B., & Nigh, D. (1995). Buffer or bridge? Environmental and organizational determinants of public affairs activities in American firms. Academy of Management Journal, 38: 975-996.\n25. Öberg, C. (2006). Are mergers and acquisitions contagious?. Department of management and economics. Linköping, Linköping University.\n26. Pate, J. L. (1969). “Joint venture activity, 1960~1968”. Economic Review, Federal Reserve Bank of Cleveland, 16~23\n27. Peng, M. W. (2004). Outside directors and firm performance during institutional transitions. Strategic Management Journal, 25: 453-471.\n28. Pfeffer, J. (1973). Size, composition, and function of hospital boards of directors: A study of organization- environment linkage. Administrative Science Quarterly, 18: 349-364.\n29. Pfeffer, J. & Salancik, G. (1978). The External Control of Organizations: A Resource Dependence Perspective. New York: Harper & Row\n30. Stearns, T. M., Hoffman, A. N., & Heide, J. B. (1987). Performance of commercial television stations as an outcome of interorganizational linkages and environmental conditions. Academy of Management Journal, 30: 71-90.\n31. Stigler, G. J. (1971). The thoery of economic regulation. Bell Journal of Economics and Management Science, 2:3~21\n32. Stagner, R. (1969). Corporate decision making: an empirical study. Journal of Applied Psychology, 53: 1~13\n33. Thompson, J. D. (1967). Organizations in Action. New York: McGraw-Hill\n34. Toffel, M. W. (2004). Strategic management of product recovery. California management review, 46(2), 120-141.\n35. Williamson, O. E. (1965). A dynamic theory of interfim behavior. Quarterly Journal of Economics, 79: 579~607\n36. Yin, X., & Shanley, M. (2008). Industry determinants of the “Merger versus alliance” Decision. Academy of Management Review, 33: 473-491.\n37. Zald, M. N. (1970). Power in Organizations, 221~261. Nashville, TN: Vanderbilt University Press.\n\n\n\n二、 日文文獻\n1. 伊藤邦雄 (2010)。医薬品メーカー勝ち残りの競争戦略。東京：日本経済新聞出版社。\n2. 佐藤健太郎 (2010)。医薬品クライシス。東京：新潮社\n3. 佐藤睦美 (2011)。マーケティング視点で説く医薬品産業戦略マネジメント。東京：東急エージェンシ\n4. 舘澤貢次 (2012)。医薬品。東京：産学社\n5. 高橋真人 (2011)。変革期を勝ち抜く医薬品マーケティング新戦略。東京：医薬経済社\n\n\n\n三、 網路資料和報導資料\n1. 澤井製藥，2000~2013年企業年報 (共14年份)\n2. 東和藥品，2004~2013年企業年報 (共10年份)\n3. 日醫工，2005~2013年企業年報 (共9年份)\n4. 澤井製藥官方網站：http://www.sawai.co.jp/\n5. 東和藥品官方網站: https://www.towayakuhin.co.jp/\n6. 日醫工官方網站: http://www.nichiiko.co.jp/\n7. TEVA全球官方網站：http://www.tevapharm.com/\n8. 日本TEVA官方網站：http://www.teva.jp/\n9. Lupin全球官方網站：http://www.lupinworld.com/\n10. 共和藥品官方網站：http://www.kyowayakuhin.co.jp/\n11. 【テバ】大洋薬品を買収‐３７０億円で株式57％取得。(2011.5)。薬事日報\n12. テバ、大洋薬品買収発表 後発薬、再編の要に。(2011.5)。日本経済新聞\n13. 【共和薬品工業】インドジェネリックメーカー「ルピン」の傘下に‐ジェネリック市場参入・再編が進行。(2007.10)。薬事日報 描述 碩士
國立政治大學
企業管理研究所
100355068
102資料來源 http://thesis.lib.nccu.edu.tw/record/#G0100355068 資料類型 thesis dc.contributor.advisor 管康彥 zh_TW dc.contributor.author (Authors) 王昱中 zh_TW dc.contributor.author (Authors) Wang, Yu Chung en_US dc.creator (作者) 王昱中 zh_TW dc.creator (作者) Wang, Yu Chung en_US dc.date (日期) 2013 en_US dc.date.accessioned 14-Jul-2014 11:25:35 (UTC+8) - dc.date.available 14-Jul-2014 11:25:35 (UTC+8) - dc.date.issued (上傳時間) 14-Jul-2014 11:25:35 (UTC+8) - dc.identifier (Other Identifiers) G0100355068 en_US dc.identifier.uri (URI) https://ah.lib.nccu.edu.tw/item?item_id=75796 - 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 zh_TW dc.description (描述) 100355068 zh_TW dc.description (描述) 102 zh_TW dc.description.abstract (摘要) 為了能讓每一位國民，不論收入高低，均能享有看病及領藥的權利，健康保險制度是大部份先進國家提供給國民的重要福利之一，然而龐大的開支卻常常造成政府財政沉重的負擔。日本長期不景氣以及嬰兒潮世代退休後的少子化現象，均造成健保財政入不敷出，而為了解決這個問題，日本政府最近十年來採取一連串鼓勵性的政策，希望能讓同效果但成本較便宜的學名藥，取代專利過期卻仍然維持高價的原開發廠藥。因日本是僅次於美國全世界第二大藥品市場，在政府政策的帶領下，學名藥市場的快速膨脹是意料中之事，因此除了日本本土的學名藥廠外，也吸引了各國外資學名藥廠加入競爭，而本研究將以澤井製藥、東和藥品、日醫工、日本TEVA、及日本Lupin等五家學名藥廠作為研究的對象。 \n 本研究將從Pfeffer及Salancik所提出之資源依賴的角度探討上述各藥廠的策略，是否有使用併購、合資、獨立董事、協會、政治力量、及經理人配置等六種對抗資源依賴的對策，雖然五家企業均處在日本學名藥業界，因此擁有共同的政治、社會、經濟、及技術環境因素，但是因各個企業的屬性及經營策略不同，因此所面對來自供應商、客戶、甚至是競爭對手的資源依賴模式都不盡相同。\n本研究結論指出，既有品牌使用併購及合資較保守，且重視利潤，而後發品牌則傾向使用併購及合資、重視營收、且在併購不可能或不適當時才會考慮合資或少數參股等策略；個案公司幾乎不使用獨立董事，在日本本土藥廠的董事會成員多為經營團隊，而外資的董事長一律是母公司的人員；個案公司均參加學名藥製藥協會，但不在減少競爭，而在擴大整體市場；依作者的資訊所及無法判斷各公司是否有運用政治力量；最後，資源依賴決定經理人配置的情況在外資企業明顯，在本土企業則無，因後者均為家族企業。 zh_TW dc.description.tableofcontents 致謝詞 I\n摘要 II\n目錄 III\n圖目錄 V\n表目錄 VI\n第壹章 緒論 1\n 第一節 研究背景與動機 1\n 第二節 研究目的與問題 3\n 第三節 研究方法與對象 4\n 第四節 研究限制 6\n第貳章 文獻探討 8\n 第一節 資源依賴理論之定義 8\n 第二節 對抗環境資源依賴之對策 10\n第參章 個案背景 23\n 第一節 原開發廠藥與學名藥 23\n 第二節 日本健康保險制度 26\n 第三節 日本學名藥市場分析 32\n 第四節 日本學名藥市場的參與者 40\n第肆章 個案分析 45\n 第一節 日本學名藥市場的環境分析 45\n 第二節 個案公司對環境的對策 - 澤井製藥 50\n 第三節 個案公司對環境的對策 – 東和藥品 55\n 第四節 個案公司對環境的對策 – 日醫工 59\n 第五節 個案公司對環境的對策 – 日本TEVA 63\n 第六節 個案公司對環境的對策 – Lupin/共和藥品 66\n第伍章 結論與建議 71\n 第一節 研究結論 71\n 第二節 管理意涵 76\n 第三節 後續研究與建議 78\n參考文獻 80 zh_TW dc.format.extent 1337868 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/#G0100355068 en_US dc.subject (關鍵詞) 學名藥 zh_TW dc.subject (關鍵詞) 資源依賴 zh_TW dc.subject (關鍵詞) 澤井製藥 zh_TW dc.subject (關鍵詞) 東和藥品 zh_TW dc.subject (關鍵詞) 日醫工 zh_TW dc.subject (關鍵詞) TEVA zh_TW dc.subject (關鍵詞) Lupin zh_TW dc.title (題名) 以資源依賴的角度探討日本學名藥市場的成長策略 zh_TW dc.title (題名) Growth strategies in Japanese generic drug market: a resource dependence perspective en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 一、 英文文獻\n1. Arthaud-Day, M. L., Certo, S. T., Dalton, C. M., & Dalton, D. R. (2006). A changing of the guard: Executive and director turnover following corporate financial restatements. Academy of Management Journal, 49: 1119-1136.\n2. Auster, E. R. (1994). Macro and strategic perspectives on interorganizational linkages: A comparative analysis and review with suggestions for reorientation. Greenwich, CT: JAI Press.\n3. Burt, R. S. (1980). Cooptive corporate actor networks: A reconsideration of interlocking directorates involving American manufacturing. Administrative Science Quarterly, 25: 557-582.\n4. Cannella, A. A., & Lubatkin, M. (1993). Succession as a sociopolitical process: Internal impediments to outsider selection. Academy of Management Journal, 36: 763-793.\n5. Casciaro, T., & Piskorski, M. J. (2005). Power imbalance, mutual dependence, and constraint absorption: A closer look at resource dependence theory. Administrative Science Quarterly, 50: 167-199.\n6. Certo, S. T. (2003). Influencing initial public offering investors with prestige: Signaling with board struc- tures. Academy of Management Review, 28: 432-446.\n7. Certo, S. T., Daily, C. M., & Dalton, D. R. (2001). Signaling firm value through board structure: An inves- tigation of initial public offerings. Entrepreneurship: Theory and Practice, 26: 33-50.\n8. Child, J. (1972). “Organization structure, environment, and performance – the role of strategic choice”. Sociology, 6:1~22\n9. Daily, C. M. (1996). Governance patterns in bankruptcy reorganizations. Strategic Management Journal, 17: 355-375.\n10. Daily, C. M., & Dalton, D. R. (1994). Bankruptcy and corporate governance: The impact of board compo- sition and structure. Academy of Management Journal, 37: 1603-1617.\n11. Elg, U. (2000). Firms’ home–market relationships: Their role when selecting international alliance part- ners. Journal of International Business Studies, 31: 169-177.\n12. Galbraith, C. S., & Stiles, C. H. (1984). Merger strategies as a response to bilateral market power. Academy of Management Journal, 27: 511-524.\n13. Goes, J. B., & Park, S. H. (1997). Interorganizational links and innovation: The case of hospital services. Academy of Management Journal, 40: 673-696.\n14. Gort, M (1962). Diversification and Integration in American Industry. Princeton University Press.\n15. Harrison, J. R., Torres, D. L., & Kukalis, S. (1988). The changing of the guard: Turnover and structural change in the top-management positions. Administrative Science Quarterly, 33: 211-232.\n16. Hickson, D. J., Hinings, C. R., Lee, C.A., Schneck, R. E. and Pennings J. M. (1971). “A strategic contingencies’ theory of intraorganizational power’. Administrative Science Quarterly, 16: 216~229\n17. Hillman, A., Withers, M, & Collins, B (2008). Resource Dependence Theory: A Review. Journal of Management. Thousand Oaks, CA: Sage Publications\n18. Inkpen, A. C., & Beamish, P. W. (1997). Knowledge, bargaining power, and the instability of international joint ventures. Academy of Management Review, 22: 177-202.\n19. Katz, D & Kahn, R. L. (1966). The Social Psychology of Organization. New York: Wiley\n20. Litwak, E. & Hylton, L. F. (1962). “Interorganizational analysis: a hypothesis on co-ordinating agencies”. Administrative Science Quarterly, 6:395~420\n21. Luoma, P., & Goodstein, J. (1999). Stakeholders and corporate boards: Institutional influences on board composition and structure. Academy of Management Journal, 42: 553-563.\n22. McEachern, W. A. (1975). Managerial Control and Performance. Lexington, MA: Heath.\n23. Mead, W. J. (1967). “The Competitive Significance of Joint Venture”. The Antitrust Bulletin, 12: 819~849\n24. Meznar, M. B., & Nigh, D. (1995). Buffer or bridge? Environmental and organizational determinants of public affairs activities in American firms. Academy of Management Journal, 38: 975-996.\n25. Öberg, C. (2006). Are mergers and acquisitions contagious?. Department of management and economics. Linköping, Linköping University.\n26. Pate, J. L. (1969). “Joint venture activity, 1960~1968”. Economic Review, Federal Reserve Bank of Cleveland, 16~23\n27. Peng, M. W. (2004). Outside directors and firm performance during institutional transitions. Strategic Management Journal, 25: 453-471.\n28. Pfeffer, J. (1973). Size, composition, and function of hospital boards of directors: A study of organization- environment linkage. Administrative Science Quarterly, 18: 349-364.\n29. Pfeffer, J. & Salancik, G. (1978). The External Control of Organizations: A Resource Dependence Perspective. New York: Harper & Row\n30. Stearns, T. M., Hoffman, A. N., & Heide, J. B. (1987). Performance of commercial television stations as an outcome of interorganizational linkages and environmental conditions. Academy of Management Journal, 30: 71-90.\n31. Stigler, G. J. (1971). The thoery of economic regulation. Bell Journal of Economics and Management Science, 2:3~21\n32. Stagner, R. (1969). Corporate decision making: an empirical study. Journal of Applied Psychology, 53: 1~13\n33. Thompson, J. D. (1967). Organizations in Action. New York: McGraw-Hill\n34. Toffel, M. W. (2004). Strategic management of product recovery. California management review, 46(2), 120-141.\n35. Williamson, O. E. (1965). A dynamic theory of interfim behavior. Quarterly Journal of Economics, 79: 579~607\n36. Yin, X., & Shanley, M. (2008). Industry determinants of the “Merger versus alliance” Decision. Academy of Management Review, 33: 473-491.\n37. Zald, M. N. (1970). Power in Organizations, 221~261. Nashville, TN: Vanderbilt University Press.\n\n\n\n二、 日文文獻\n1. 伊藤邦雄 (2010)。医薬品メーカー勝ち残りの競争戦略。東京：日本経済新聞出版社。\n2. 佐藤健太郎 (2010)。医薬品クライシス。東京：新潮社\n3. 佐藤睦美 (2011)。マーケティング視点で説く医薬品産業戦略マネジメント。東京：東急エージェンシ\n4. 舘澤貢次 (2012)。医薬品。東京：産学社\n5. 高橋真人 (2011)。変革期を勝ち抜く医薬品マーケティング新戦略。東京：医薬経済社\n\n\n\n三、 網路資料和報導資料\n1. 澤井製藥，2000~2013年企業年報 (共14年份)\n2. 東和藥品，2004~2013年企業年報 (共10年份)\n3. 日醫工，2005~2013年企業年報 (共9年份)\n4. 澤井製藥官方網站：http://www.sawai.co.jp/\n5. 東和藥品官方網站: https://www.towayakuhin.co.jp/\n6. 日醫工官方網站: http://www.nichiiko.co.jp/\n7. TEVA全球官方網站：http://www.tevapharm.com/\n8. 日本TEVA官方網站：http://www.teva.jp/\n9. Lupin全球官方網站：http://www.lupinworld.com/\n10. 共和藥品官方網站：http://www.kyowayakuhin.co.jp/\n11. 【テバ】大洋薬品を買収‐３７０億円で株式57％取得。(2011.5)。薬事日報\n12. テバ、大洋薬品買収発表 後発薬、再編の要に。(2011.5)。日本経済新聞\n13. 【共和薬品工業】インドジェネリックメーカー「ルピン」の傘下に‐ジェネリック市場参入・再編が進行。(2007.10)。薬事日報 zh_TW
