Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/118224
|
| Title: | 策略聯盟對公司價值之影響 ──以台灣生技產業為例
Impact of strategic alliances on firm value: evidence from Taiwan’s biotechnology industry |
| Authors: | 莊若晨
Chuang, Ruo-Chen |
| Contributors: | 吳啟銘
Wu, Chi-Ming
莊若晨
Chuang, Ruo-Chen |
| Keywords: | 生技產業
策略聯盟
公司價值
Biotechnology industry
Strategic alliances
Firm value |
| Date: | 2018 |
| Issue Date: | 2018-07-03 17:24:36 (UTC+8) |
| Abstract: | 近年來隨著歐美國家經濟成長衰退以及中國大陸崛起，以往臺灣科技產業
的競爭優勢正逐漸被紅色供應鏈蠶食鯨吞。面對即將來臨的挑戰，臺灣勢必要尋找下一個具備技術優勢，無法輕易被取代的產業方能在這波改變的浪潮中成功生存。而作為政府重點培植對象的生技產業，其高度技術密集及高附加價值的特性也讓越來越多臺灣公司選擇投入相關產業。然而受限自身規模，對於需要大量資金投入研發的生技產業來說，資源的缺乏與市場的不足往往是臺灣生技公司無可避免的挑戰。正因如此，能夠幫助企業利用更低的成本取得更多資源與獨特技術的策略聯盟開始逐漸受到臺灣生技產業的重視，因此本研究以生技產業中的策略聯盟為題，探討究竟策略聯盟是否能真正為公司創造價值，提升其產業競爭力。
本研究採用 OLS 回歸模型與固定效果模型以檢驗策略聯盟對公司價值之影響。實證結果發現，因不同類型的策略聯盟對不同類型的公司會產生不同的效果，若單純增加策略聯盟的個數並不會對公司的價值有所貢獻。對非研發型公司來說，選擇研發型聯盟以得到垂直整合效果的作法將比進行非研發型聯盟帶來更多的競爭優勢，進而提高企業的公司價值，提升在整體產業中的排名。
With the economic recession of United State and Europe and the development of Mainland China, the competitive advantage of Taiwan’s technology industry has vanished gradually. Facing the challenge around the corner, it is necessary for Taiwan to look for another industry that has technical threshold and cannot be replaced easily if we want to survive successfully the wave of change. Biotechnology industry, as the emphasis of the government, is highly technology-intensive and highly value-added,
which is the reason why so many companies in Taiwan try to get into this industry. However, for those Taiwanese biotechnology companies which need tremendous resources and capital for product development, the lack of resources and market is an inevitable problems due to their small size. Consequently, strategic alliances have got more and more emphasis since it could help companies get more resources and unique skills with less cost. Therefore, this essay will focus on the strategic alliances of Taiwan’s biotechnology industry and whether strategic alliances could really help to create value and improve the competitiveness of companies. In this study, we use OLS regression model and fixed effect model to look into the
effect of strategic alliances on firms’ value. We discover that, since different kind of strategic alliances will have different effect on different type of companies, increasing
the amount of strategic alliances will not create value for companies. For companies whose core capability is sales and production, choosing strategic alliances which can help you gain the ability of innovation will enhance their competitive advantage and improve their rank in the industry. |
| Reference: | 1. 中華民國行政院大陸委員會 (民 104)。紅色供應鏈對我國之警訊與因應對策。兩岸經濟統計月報 , 267 期。
2. 2017 年全球生技醫療產業展望。台北市：勤業眾信聯合會計師事務所。民106 年，取自：https://www2.deloitte.com/tw/tc/pages/life-sciences-andhealthcare/articles/2017global-lshc-outlook.html
3. 經濟部工業局 (民 106)。2017 生技產業白皮書 (1010600884)。
臺北市﹕經濟部工業局編輯。
4. 經濟部工業局 (民 106)。2017 中華民國生物技術與醫藥產業簡介
(1010501087)。臺北市﹕經濟部工業局編輯。
5. 林富貴（民 106 年 12 月 8 日）。總統蔡英文出席「2017 台灣醫療科技展」揭幕式。太平洋新聞網。民 106 年 12 月 8 日，取自：
http://www.pacificnews.com.tw/shownews.php?postnewsid=18&titleid=5006
6. 李家如（民 106 年 07 月 17 日）。台灣生技業是場騙局？危機背後藏著你沒看到的機會。鉅亨網。民 106 年 07 月 17 日，取自：
https://topics.cnyes.com/biotech03/
7. 楊傑名 (民 104 年 07 月 15 日)。2020 生物經濟時代 台灣生技國力發展策略。環球生技月刊 2015 年 7 月號﹐第 23 期。
8. 羅淑慧、陳麗敏 (民 94)。生技製藥公司的策略聯盟佈局。臺北市：經濟部ITIS 專案辦公室。
9. 李文瑞、曹為忠、林志豪(民 89)，策略聯盟類型與績效影響因素之研究，中山管理評論，第八卷第二期，頁 273-302。
10. 李文瑞、曹為忠、陳弘林(民 89)。我國積體電路廠商策略聯盟與績效關係之研究，企業管理學報，第 46 期，151-179 頁。
11. 陳律睿, 李文瑞, & 陳世傑 (2009). 中小企業聯盟關係與聯盟績效影響因素之研究 (Vol. 12, No. 3, pp. 1-25). 中華管理評論.
12. 黃啟瑞. (民 93). 策略聯盟類型與廠商績效之研究—以我國生技公司為例。臺灣大學國際企業學研究所學位論文, 1-128.
13. Chan, S. H., Kensinger, J. W., Keown, A. J., & Martin, J. D. (1997). Do strategic alliances create value?. Journal of financial economics, 46(2), 199-221.
14. Chen, H., & Chen, T. J. (2003). Governance structures in strategic alliances:Transaction cost versus resource-based perspective. Journal of World Business,38(1), 1-14.
15. Conner, K. R., & Prahalad, C. K. (1996).
A resource-based theory of the firm: Knowledge versus opportunism. Organization science, 7(5), 477-501.
16. Das, T. K., & Teng, B. S. (2000). A resource-based theory of strategic alliances.
Journal of management, 26(1), 31-61.
17. Dussauge, P., Garrette, B., & Mitchell, W. (2000). Learning from competing partners: outcomes and durations of scale and link alliances in Europe, North America and Asia. Strategic management journal, 99-126.
18. 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.
19. Elmuti, D., & Kathawala, Y. (2001). An overview of strategic alliances.Management decision, 39(3), 205-218.
20. Grant, R. M. (1999). The resource-based theory of competitive advantage:implications for strategy formulation. In Knowledge and strategy (pp. 3-23).
21. Gulati, R. (1998). Alliances and networks. Strategic management journal, 19(4),293-317
22. Hitt, M. A., Dacin, M. T., Levitas, E., Arregle, J. L., & Borza, A. (2000). Partner selection in emerging and developed market contexts: Resource-based and organizational learning perspectives. Academy of Management journal, 43(3),449-467.
23. Inkpen, A. (1998). Learning, knowledge acquisition, and strategic alliances.
European Management Journal, 16(2), 223-229.
24. Judge, W. Q., & Dooley, R. (2006). Strategic alliance outcomes: a transaction‐cost economics perspective.
British Journal of Management, 17(1), 23-37
25. Kalaignanam, K., Shankar, V., & Varadarajan, R. (2007). Asymmetric new product development alliances: Win-win or win-lose partnerships?. Management Science, 53(3), 357-374.
26. Lee, J. (2009). Does size matter in firm performance? Evidence from US public firms. international Journal of the economics of Business, 16(2), 189-203.
27. Moghaddam, K., Bosse, D. A., & Provance, M. (2016). Strategic alliances of entrepreneurial firms: Value enhancing then value destroying.
Strategic Entrepreneurship Journal, 10(2), 153-168.
28. Mowery, D. C., Oxley, J. E., & Silverman, B. S. (1996). Strategic alliances and interfirm knowledge transfer. Strategic management journal, 17(S2), 77-91.
29. Sørensen, J. B., & Stuart, T. E. (2000). Aging, obsolescence, and organizational innovation.
Administrative science quarterly, 45(1), 81-112.
30. Wiklund, J., & Shepherd, D. A. (2009). The effectiveness of alliances and acquisitions: The role of resource combination activities.
Entrepreneurship Theory and Practice, 33(1), 193-212.
31. Williamson, O. E. (1979). Transaction-cost economics: the governance of contractual relations.
The journal of Law and Economics, 22(2), 233-261.
32. Yasuda, H. (2005). Formation of strategic alliances in high-technology industries: comparative study of the resource-based theory and the transaction cost theory. Technovation, 25(7), 763-770. |
| Description: | 碩士
國立政治大學
財務管理學系
105357009 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0105357009 |
| Data Type: | thesis |
| DOI: | 10.6814/THE.NCCU.Finance.010.2018.F07 |
| Appears in Collections: | [財務管理學系] 學位論文
|
Files in This Item:
| File |
Size | Format | |
|---|
| 700901.pdf | 1396Kb | Adobe PDF2 | 6 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|
