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我國生技製藥廠商與國際生技製藥廠商研發合作關係之研究 - 政大學術集成

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(3) KPMG. 2014. (. ). -. 立. 政 治 大. ‧. ‧ 國. 學. (. n. er. io. sit. y. Nat al. Ch. n engchi U. iv. 4 2. 4. 1. 4. ). II.

(4) 2 3. 立. 政 治 大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat al. Ch. n engchi U. III. iv.

(5) Abstract According to the research of KPMG in 2014, R&D collaboration between biopharmaceutical firms is the trend of biopharmaceutical industry. Under the circumstance of globalization, product life-cycles are gradually shortening. The purpose of R&D collaboration change from cost reduction to speeding up innovation. Therefore, multinational R&D collaboration has become a global business strategy for biopharmaceutical firms. Most of the past studies of multinational R&D collaboration focus on ICT industry in Taiwan. Few 政 specially 治investigate biopharmaceutical. 大. industry. Consequently, a research 立gap can be found as multinational R&D. ‧ 國. 學. collaborating between biopharmaceutical firms of Taiwan and biopharmaceutical firms of other countries. This research focus on the biopharmaceutical firms of. ‧. Taiwan, explore how multinational R&D collaboration influence factors (business. y. Nat. sit. strategy, core competencies and the motivation of multinational R&D collaboration). er. io. affect multinational R&D collaboration management of firms.. n. a. iv. l C This research adopts two biopharmaceutical firms U n in Taiwan as case studies and h engchi. conducts interviews with managers to understand multinational R&D collaboration influence factors and multinational R&D collaboration management. The conclusions of this research are as below: This research finds out that the motivations of multinational R&D collaboration of Taiwan firms are coincident, including cost reduction, diversification of risk, resources and technologies complementarity. The evaluations of partner selecting are also coincident, including resources and technologies complementarity, collaboration experience, operating strategy complementarity and financial capability. In addition, core competencies may affect the initiation stage of R&D collaboration and the initiation stage of R&D collaboration may affect the mechanisms of knowledge transfer and the way of multinational collaboration. Moreover, this research also found out that the biopharmaceutical firms of Taiwan might primarily choose to collaborate with international partners who have indirect competitive relationship with them. Last, the biopharmaceutical firms of Taiwan and their partners protect their intellectual property in the way of trade secret. Keywords: Multinational R&D Collaboration, Motivation of R&D Collaboration, Partner Selection, Knowledge Transfer, Project Management IV.

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(10) !. 2 2 ,. , KPMG(2014). k. k. k. a. a. k. n. k. k. k. ,. 6 o. 政 治 大 2. 立. 學. n. ‧ 國. k. 5. y. io. sit. -. n. al. a. Ch. ek ngchi. n k. k. 6. er. a. Nat. k. ‧. (Optimization, 2003). 5. a. i Un. 8. v. ,. ,. i. a, i. k. k. k k. 7 -. o. k k k !. i, i. 1!. k. a. i.

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(12) !. , -. 2. i. k. T. 7. T ”. k. 4. k. T. k. k. k. ;. a. K. T 2. k. a. i. 3 -. 立. ‧ 國. 2. Nat. y sit er. io. n. , al , v , i n Ch engchi U ,. ,. ,. !. , w. k. ‧. 4. ,. ,. -. 政 治 大. -. ,. 7. 學. 2. T. ,. -. 6. -. 3!. ,.

(13) !. !. o. T. 政 治 大. 2,. 立. ‧ 國. 2. ,. ‧. ,. ,. n. al. er. io -/. n. sit. y. Nat. 4. 6. 學. .. Ch. ,. engchi. i Un. v. ,. 5. 6. 1.. 7. 8. 2.. , ,. !. ,. ,. ,. 4!. 2.

(14) !. 23. ,. c. ,. 4.. -. ; ,=,. , ,. -. , 3 n. -. 5. 2. ;. n. al. sit. io. 5. 2008. o. p Administration. -. y. n. Nat. 5. -. 6. ‧. n. -. 學. ‧ 國. 立. 政 治 大. er. n. ,. Ch. engchi. i Un. v. (Food and Drug. FDA -. -. 2 , 2. 7 ,. !. ,. ,. -. o. ko. -. 5!. -.

(15) !. !. 立o. kv. n. al. k. er. io. k. -. o. Ch. engchi. i. y. Nat. ,. k. sit. ‧ 國. / Target. ‧. .k. ,. 學. 1.. 政 治 大 2013. i Un. ,. Candidate. 2. /Lead. 5 . ,. .. /. Active Pharmaceutical Ingredients , API (New Chemical Entity, NCE 2.. n. 7 / Excipients. . Formulated Products. GLP. , !. 6!. cGMP. .. /.

(16) !. CMC Chemistry, Manufacturing and. 5 Control -. 2 Process Scale-up ,. -. Process Optimization. l. Process. Validation 3.. 2 Lab and Animal Testing. Method. 政 治 大 Mice,Rat,Rabbit. 立. ‧ 國. 學. Nat n. al. sit. io. n. y. l. er. ;. ,. ‧. -. Cell Line Screening. Ch. e8n g c h i. i Un. v7 k -. 4.. Investigational New Drug Application, IND IND. 2 Drug Candidate) , “,. “, CMC. ,. -. !. -IND. 7!. , ,.

(17) !. 5.. Clinical Trials. 5 ,. 7. 5. ”. 6. 2. -. (Phase I). 2. ,. ln. n k -. l. ,. (Phase II). 7. k. (Phase III). 立. ‧ 國. n 6. k. 4 l. i-. Nat. n. er. io. sit. y. Manufacturing Practice, CMC). al. /(Good. .. ‧. ,. k-. - 4. 學. ,. 政 治 大. ;. Ch. engchi. i Un. v. 2 Porter (1980) 7. -Chandler Jnr (1962). . / -Quinn (1980) 2. .. / -Andrews (1981). 2. , . ,. !. 8!. ,. ,.

(18) !. /-Zahra and Covin (1993) o. ,. ;8. ,. o o. 2. Porter (1980). 2. ,. -. K. + -. K. ,. o. , - K. 立. , ;. 政 治 大. -. ‧ 國. 學. Nat. -. er. io. sit. y. ‧. 5. ;. al 2 iv n Ch engchi U. n. 4. ,. ,. ,. ,. ;. k K. 2. 5. , , !. w. ,. k n. 9!. 2 -.

(19) !. , ,. ,. 7. ,. 2. -Hamel and Heene (1994). 2. 4. (Market- Access Competence. 2. (Integrity-Related Competenc. 立. 8. ‧ 國. 5. ,. -. 學. k. 政 治 大 n ,k. ‧. (Functionality-Related Competence). y. Nat. -. er. io. sit. 4. Gallon, Stillman, and Coates (1995) a. n. iv l C n hengchi U Core Technical Competencies, CTCs. 2 ,. 8. o. 2 -. Core Marketing Competencies, CMCs. ,. n Leonard-Barton (1992) Employee Knowledge And Skill. 2. ,. Technical System !. Tacit 10!. n.

(20) !. p. ,. -. Managerial System. 4. ,. -. Values And Norms ,. i. -. Long and Vickers-Koch (1995). 4. Threshold Capabilities. 2. n. -p. 2. Critical Capabilities -p. 政 治 大 ,. ‧ 國. 學. -. 立. Nat. !. al. n. 5. y. o. sit. io. -. ,. o. er. -p. ‧. Cutting Edge Capabilities. 4. ,. 6. Ch. engchi. ,. 11!. i Un. v. ,.

(21) !. Gallon et al. (1995), •. 2. ,. Leonard-Barton. 8. o. (1992). ,. • 6. •. Gallon et al. (1995), • Hamel and Heene. ,. 政 治 大. 立. 學. ‧ 國. -. 2. •. ,. ‧. o. 8. Nat. y. -. n. er. io. al. sit. •. Hamel and Heene. Ch •. engchi. i Un. v. (1994) Leonard-Barton. n. •. (1992) • n Long and. o. •. Vickers-Koch (1995). !. 12!.

(22) !. 4. k. 2,. k (Auster, 1987 ; Contractor & Lorange, 1988 ; DeWoot & Kommission,. 1990). k. o. 2. -. 6. k. a. ;. (Song, Thieme, & Xie, 1998 ; Van Dierdonck & Miller, 1980)k a (Eng & Ozdemir,. k 2. wn. k5. ‧ 國. o. y. k. io. (Narula & Hagedoorn, 1999)a. n. k ,. o. sit. 5. ‧. -. Nat. k. k. 學. n. 立. 政 治 大 (De Faria & Schmidt, 2012)-. er. 2014)-. iv l C n hengchi U 5 P,. -. 6 2. 7. -Coase (1937). ; !. 13!.

(23) !. Williamson (1988) 2. ,. ,. ,. , 7. 8. 62. -. p. -. 立. 政 治 大. ‧ 國. ‧ sit. ; -. n. er. io. al. ,. y. , ,. Ch. engch (Devlin & Bleackley, 1988)-Baranson (1990). i. i Un. v. ;8 m. n (1992). 5. 4 Pfeffer and Nowak (1976). 7 -. !. Williamson. 學. Nat. n. -. 14!.

(24) !. Provan, 1984)6. ,. 7. 7. Zuckerman & Daunno, 1990)a. p. ,. ,. (Takac & Singh, 1992)-. o o. 7. -. 2. 立. 政 治 大 ; k. -Hamel, Doz, and. ‧ 國. -James (1985). ‧. n. er. io. al. -. sit. 2. o. y. Nat. o. a. 學. Prahalad (1989). -(Kogut, 1988). o. Ch ,. i Un. e n g; chi ,. c. o. v. o 7. k m. Badaracco (1991). k -. k. k o. 2 ,. p. -. ko (Vonortas & Safioleas, 1997)-. !. ,. 15!.

(25) !. K Penrose (1959) o Wernerfelt (1984). 2 0. b. Resource-based view 12. 0. 1. 0. 1. 6. 6. ;. Grant (1991). RBV. 2. B ;. 0. 1. 立. 0. 政 治 大 2 Lynch (1989). ‧ 國. -Barney (1991). n. k. sit. y. Sustainable Competitive -Contractor and. er. io. ,a. ‧. 7. Nat 7. 7. 學. 7. Lorange (1988). 1-. k. 6. iv l C n hengchi U 2 ;8. ,. k -. ;8 k. a. P. 2o Harrigan (1988) !. k. k B. 16!. 2 B. k.

(26) !. o. k. o h. k. -. k2 k. k. -. Hagedoorn (1993). 4. 2. 政 治 大. 立. ‧ 國. 學. -. ‧. -. Nat n. Ch. 5. sit er. io. al. y. -. engchi. i Un. v. -. 4 ,. ,. ,. -. Sakakibara (1997) ,. a. , !. , ,. 17!. 5. 5.

(27) !. -. 0. (Brockhoff, 1991). 1. Hagedoorn (1993). k. 21995. 4. ,. 4 4. , ,. 學. ‧ 國. 立. 政 治 大 , ,. ‧. ,. er. io. sit. y. Nat n. al , iv n Ch engchi U. a. , ,. a 1995. o 1996. n. -. !. 18!.

(28) !. 1996 1999 a. a. ,P k 5. -. 立. 政 治 大 7. -. a. ‧. ‧ 國. ;. Nat. -. n. al. er. io. sit. y. ,. 2002. 27. 學. o. 7. Ch. engchi. i Un. ko. v. 5. , 2. , 5. ,. 7. 7 !. 19!. n.

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(30) !. !. k. !. k. !. 2. 2. k. ;8 ,. ! !. a. !. P. k. !. 立. !. B. 政 治 大 a a. sit. n. al , Ch. er. io !. k. y. Nat. !. a. ;. ‧. ‧ 國. 學. !. o. engchi. i Un. v. k o h. k -. ! ;8 !. ko. ;. ; !. k. !. 2 k o. !. 21!.

(31) !. 4,. k. Dodgson (1993). k. k. k. -. 5. k. ,. ,. k. -Barnes, Pashby, and Gibbons (2006). a ,. ,. ,. , P. ,. ,. n. a l, Ch. ,. engchi. i Un. ,. , k. -. -. y. ,. k. ,. sit. ,. io. ,. ,7. a. ,. ‧. ‧ 國. k. Nat. ,. ,. 學. k. ,. 政 治 大. 立 ,. ,. er. a. 5. v k. ,. k. ,. ,. 2. y ,. ,. ,. -. Bader (2006). k k. !. ,. 22!. ,. ,.

(32) !. Legalization capability Intra-firm relationship capability k. Collaboration formation capability. k. Main goal of collaboration Prior experience with collaboration. k Trust. y Teece (1982). k. ,. k. 4 -. 7 k. 5 /,.. /,.. a. / , . /. / ,. 2. -. y sit. io. n. Li, Eden, Hitt, and Ireland (2008) a n. k. er. a. -. ‧. Nat. k. 立. ‧ 國. /,.. 政 治 大 .. 學. .. k. 7. a. iv l C n hengchi U ;. a. -. 6. John Michael Geringer (1988). a. C -. 7 o. a. -. 2 a !. a. 5. a. c. i. 23!.

(33) !. k,. ,. ”-. y. a -. J. Michael Geringer (1991) 0. a. a. 0. 1. , 2. ,. 政 治 大 ,. , 立. ‧ 國. ,. Nat io. y k ala iv n Ch engchi U a. n. a. -. sit. o,. ,. c. ,. k. k ,. c. k ,. -. J. D. Lewis (1991). a. a. y a. , ,. n. ,. ‧. ,. ,. (Know-How),. 學. ,. l. er. ,. !. 1. a. 6. a. k o. , ,. 24!. , ,.

(34) !. a n. ,. ,. k. ,. a. -. ;. k ,. a. Williams and Lilley (1993). Geringer(1988) ,. ,y. 立. a. y. ‧. ‧ 國. 學. Nat. n. er. io. al. a. 8. Ch. i. Cooperative culturese n g c h k. k. ,. 4C k. Complementary skills ,. ,. 政 治 大 ,. Brouthers, Brouthers, and Wilkinson (1995). C. sit. ,. -. a. ,. ,. i Un. -. v. a ”-. 2. n. 7. n. Commensurate levels of risk. 7. 2001. !. 1996 25!. 1991. 1995.

(35) !. 2001. a a. 2 k. a 2. ,. -John Michael Geringer (1988). k. a. 7. Lewis (1991). p-. compatibility 2. k. ,. 立. ;. ‧ 國. k. Nat n. sit er. io. n. k. i Un. i a e n g c hk. ! ! ! ! ! ! ! ! ! !. 26!. ,. y. k. Ch. 2. ‧. -. al. -. 學. a. -. !. a. 政 治 大 i. Adler and Hlavacek (1976). 5. a. v. 7. 6.

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(37) !. K 2, .. Steven (1999). /o 82. k. ;. 6. k k. 2. k. -. , Luecke (2004). k. 7. ,. 7. -;. 政 治 大. 立. ‧ 國. 學. ‧. Sponsor. io. al. n. 8. Sponsor -. y. 2. sit. Nat. 2. er. 2. 6. Ch. -e n g c h i. ;8. i Un. v. k. k. Project Manager 2. ,. p. 2 -. 4. Project Leader 5. !. k. 28!.

(38) !. ,. ,. 7. ,. k. K. -. k-. Project Member i. k n. -. k. 5. -. 4, Clark and Wheelwright (1992) 6. k. 立. 政 治 大. Nat. er. io. sit. y. k2 a. k iv l C n hengchi U . : (Throw it over the wall /-. n. 2. ;. ‧. ‧ 國. 學. Functional Team Structure. 2 k. 6;. 5. !. k. -. 29!. 7.

(39) !. Clark and Wheelwright (1992). o. Lightweight Team Structure. 立. 政 治 大. ‧ 國. 學. k. -. ‧. 7. 7. n. al. er. io. sit. y. Nat -. Ch. engchi. k 5. !. 7. ; -. 30!. i Un. v. 2 ;. 2. n. (Critical path)o ,.

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(41) !. Autonomous Team Structure. -A. 6. -. o. -. 2. c k 8. 7. 2. k. 2. o. -. 7 o. Given / ,. 7. y sit. n. al. er. io. !. ,. ,. ‧. Nat o. .. ;. 政 治 大 n. n. 2. -. 學. -. ‧ 國. 立. -. Ch. engchi. i Un. v. Clark and Wheelwright (1992). 32!. o. -.

(42) !. 2. 2 (Machlup, 1962)(Harem, 1996)-. o (Zack, 2002). 4. -. 7 k. 立. ‧ 國. y sit. io. al. 2. n. 2. 4. ‧. Mathews (1996). Nat. 4. (Teece, 1982)-. 7. 學. 2. 政 治 大. er. k. ,. Ch. i e n g c hp. i Un. -. v. k. 2. -. o. 2. 7. Howells (2002). 7. 7 k. k. k. -p. k. P !. -. 7 33!. 2. ,.

(43) !. P. 2. ,. k w. -. y. P. -. Machlup (1962). 6. 政 治 大. 立. ‧ 國. Tacit Knowledge. ‧. ). (specific). 學. grneral. 2. 4. Nat. 7. er. io. sit. y. Explicit Knowledge Incommunicabilitya -. n. iv l C n hengchi U 7. Knowledge. Knowing p. k. -. Polanyi (1967) .. /. .. n. / .. /. -. Polanyi. ;7. !. 34!.

(44) !. Inkpen (1996) P,. k. ,. 7. 7. P. , ,. n. P. , -. -. -. P. 政 治 大 context of knowledge community 立 -. ‧ 國. k. y sit. n. al. er. io -. ‧. -. Nat. -. -. 學. ,. k. Ch. engchi. P. i Un. v. , ,. -. Inkpen. -. 7. P. ,. , 7. 0. - . / !. -. 35!. 1.

(45) !. 3 Know-how -. k. ,. ,. & Peters, 1998)p. ,. (Becker. 7. k. ,. know-how ,. o. p. ,. a. k. n. n. ,. -Lin, Wu, Wang, and Lam (2011) Design service performance ,. .. ‧. 5. (trade secret)/. .. sit. y. .. io. patent / a. iv l C n h i U o (complementary asset) e n g c h. n. 2. -. Nat. (process)/. 政 治 大. Design service performance. 學. 2. (product)/. 立. ‧ 國. ,. -. er. 7. -. (Trade Secret) 57. 6. .. (reverse engineering). /. (independent discovery)/-. . 6. 7 innovation),. (process. p (formula),. (parameters) 7. !. 36!. -.

(46) !. p. ,. (Patent (Patent). (Statutory right) (Public). /. o .. /. .. (Patent applicant). k. P. , (Disclosure)/ n. .. (people skilled. in the art). -. 政 治 大 (state-of-the-art) 2 立. ‧ 國. y Ch. i Un. 6 k. . / .. / , .. k/ , .. /K. k. T. ,. 7. 5. / , .. v. engchi ,. 8 ,. ,. sit. n. al. er. io -. -. ,. ‧. T. ,. 7. 學. Nat. 2. ,. ,. K. !. ,. 37!. ,. -.

(47) !. , 4. ,. ,. -. k k. a. k. (Eng & Ozdemir, 2014),. 7. 7. k. ,. ” ,. ,. ,. ,. -; /,. a. 立 ,. io. al. n. K (1992). ,. ,. Ch. /-. , a ,y. y. -. er. k. ,. /,. 6. ,. Nat. ,. 政 治 大. a. /,.. ‧. ,. /,.. 學. ,. .. sit. /,. k. ,. k. ‧ 國. .. ,. e n g c hoi. i Un. v. Clark and Wheelwright k. k. 7. 7 k. (Teece, 1982). k. 7. P,. Bader (2006). k. 3 . !. (process)/. . 38!. (trade secret)/. ,.

(48) !. product /. .. patent /. .. -. (Chandler Jnr, 1962) k. 7. /. k. k k. .. Teece (1982) k. 立. k. 學. ‧ y sit. n. er. io. !. Ch. engchi. 39!. / , . 7. -. 政 治 大 i. Nat. al. a. k. Bader (2006). k. ‧ 國. ,. -Dodgson (1993). Barnes et al. (2006). k /,.. ”6. i Un. v. -.

(49) !. 4 ,. ; -. k. k. k k. -. 2 k k ,. ,. / /. k. 立. k. 政 治 大 i ,. k. a. ,. n. er. io. sit. y. Nat. al. Ch. engchi. o. !. 40!. i Un. k-. k. ,. ,. i. /. ‧. k. .. 學. k. /. ‧ 國. .. a. v. -. ,. k. . -.

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(96) !. Penrose, Edith T. (1959). The Theory of the Growth of theFirm. Great Britain: Basil Blackwell and Mott Ltd. Pfeffer, Jeffrey, & Nowak, Phillip. (1976). Joint ventures and interorganizational interdependence. Administrative Science Quarterly, 398-418. Polanyi, Michael. (1967). The tacit dimension. Porter, Michael E. (1980). Competitive strategy: Techniques for analyzing industries and competition. New York, 300. Provan, Keith G. (1984). Interorganizational cooperation and decision making autonomy in a consortium multihospital system. Academy of management review, 9(3), 494-504. Quinn, James Brian. (1980). Strategies for change: Logical incrementalism: Irwin Professional Publishing. Sakakibara, Mariko. (1997). Evaluating government-sponsored R&D consortia in Japan: who benefits and how? Research Policy, 26(4), 447-473.. 治 (1998). The impact of cross‐ Song, X. Michael, Thieme, R. Jeffrey, & Xie, 政 Jinhong.. 大. functional joint involvement立 across product development stages: an exploratory study.. ‧ 國. 學. Journal of Product innovation management, 15(4), 289-303. Takac, Paul F., & Singh, C. P. (1992). Strategic alliances in banking. Management Decision,. ‧. 30(1).. er. io. Economic Behavior & Organization, 3(1), 39-63.. sit. y. Nat. Teece, David J. (1982). Towards an economic theory of the multiproduct firm. Journal of. n. al Van Dierdonck, Roland, & Miller, Jeffrey G. (1980). Designing i v production planning and n. C. h e n Management, control systems. Journal of Operations g c h i U 1(1), 37-46.. Vonortas, Nicholas S., & Safioleas, Stratos P. (1997). Strategic alliances in information technology and developing country firms: recent evidence. World Development, 25(5), 657-680. Wernerfelt, Birger. (1984). A resource‐based view of the firm. Strategic management journal, 5(2), 171-180. Williams, R. G., & Lilley, M. M. (1993). Partner selection for joint-venture agreements. International Journal of Project Management, 11(4), 233-237. Williamson, Oliver E. (1988). Technology and transaction cost economics: A reply. Journal of Economic Behavior & Organization, 10(3), 355-363. Yin, Robert. (1994). Case study research: Design and methods . Beverly Hills: CA: Sage publishing. Zack, Michael H. (2002). Developing a knowledge strategy. The strategic management of intellectual capital and organizational knowledge, 255-276. !. 87!.

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