從策略性能力運用與夥伴關係之觀點 來探討創新程度之提升 - 以生物科技事業為例

Enhancing Innovativeness through Strategic Capability Deployment and Partnering Relations – The Cases of Biotechnology Ventures

蘇友珊(Yu-Shan Su)

指導教授 ： 邱宏仁

共同指導教授 ： 陳家聲

國立臺灣大學/管理學院/國際企業學研究所/博士(2004年)

https://doi.org/10.6342/NTU.2004.10036

摘要

在新興科技主導生物科技商務領域的時代，創新已經成為生物科技新創事業的主要競爭優勢。生物科技新創事業現已透過各種知識創造的機制來培植創新，諸如以生物資訊為基礎之高透析檢視之技術。
本研究之主要目的乃在探討創新的本質，特別是在以科學為基礎的生物科技產業。創新有兩種來源：內部來源受限於公司之現有能力之推展；外部來源則考慮於公司之外部夥伴關係。本研究整理了熊彼得學派與資源基礎學派來探討創新的內部來源；以及包含了資源依賴理論與社會網絡理論來探討創新的外部來源。
本研究嘗試從最小平方的迴歸方法(OLS)實證檢驗，能力發展與夥伴關係如何影響78家台灣生物科技新創事業之創新。再者，本研究也提出策略導向這個調和變數：分別調和創新與能力發展，與調和創新與夥伴關係之關係。並進一步以變異數分析(ANOVA)與Scheffe檢定，檢驗調和效果的關係。
研究結果顯示出生技事業之產品創新與製程創新都與其研發能力、行銷能力與大學研究機構之夥伴關係有顯著的正相關。特別是，研發能力發展完全中介了資源存量與兩類型創新之效果。然而，當本研究考慮生技事業之策略導向是否為技術導向時，研發能力與大學研究機構之夥伴關係兩者對於創新的直接效果都消失了。
相反地，行銷能力對於生技事業之創新同時有直接與調和的效應，而供應商關係則被策略導的調和效果來影響生技事業之創新。即是在其策略導向之導引下，以知識為基礎的生技事業應該更有效的推展其能力鑲嵌在密集的市場知識與整合供應鏈組合成密集的平台知識，更進一步的培植其創新績效。

關鍵字

策略導向 ； 夥伴關係 ； 能力推展 ； 創新績效

並列摘要

At the age when emerging technologies dominate biotech-commerce landscape, innovation has become the primary driver of competitive advantage for biotechnology ventures. Biotechnology ventures have cultivated their innovativeness through a variety of knowledge-creating mechanisms such as high-throughput screening techniques based on bioinformatics.
The main purpose of this study is to discuss the nature of innovation, especially in the science-based biotechnology industry. There are two sources of innovation. Internal source is constrained by a firm’s existing capability deployment. External source is considered by a firm’s partnering relations. In the present study, Schumpeterian economics and resource-based view are incorporated into the discussion of a firm’s internal path of innovation, while resource dependence theory and social network theory are adopted to examine a firm’s external path of innovation.
This research attempts to examine empirically how capability deployment and vertical partnership affect the innovativeness of 78 Taiwan-based biotechnology ventures. Moreover, it is proposed that a venture’s strategic orientation could moderate the relationships of innovativeness with capability deployment, and the relationships of innovativeness with vertical partnership. It analyzes by ordinary least square (OLS) approach. And, it also incorporates analysis of variance (ANOVA) and Scheffe’s test to examine the moderating effects in advance.
Results gathered from this study show that the venture’s both product- and process- innovativeness are both positively related to its R&D capability, marketing capability, and URI (universities and research institutions) partnership. In particular, R&D capability deployment can fully mediate the effects of resource stocks on both types of innovativeness. However, upon considering whether or not a venture’s strategic orientation is technology-driven, the direct effects of R&D capability and URI partnership on innovativeness disappear.
In contrast, a venture’s marketing capability has both direct and moderated effects on the innovativeness, while supplier relationship moderated by strategic orientation can also affect the innovativeness. In other words, guided by its strategic orientation, the knowledge-based venture should be more effective in deploying its capabilities embedded with extensive market knowledge, and in integrating its supply chains which composed of intensive platform knowledge. Accordingly, both marketing capability and supplier partnership can further cultivate its innovativeness.

並列關鍵字

partnerships ； innovativeness ； capabilities ； strategic orientation

參考文獻

Hsiao, C.C., & Chien, Y.W. 2004. On the biasing judgement of innovation: context effect of existent brand. Taiwan Academy of Management Journal, In Press.

Lee, J. 2002. “Analysis and management of biotechnology industry”, unpublished.

Adler, P.S., & Kwon, S.W. 2002. Social capital: Prospects for a new concept. Academy of Management Review, 27(1): 17-40.

Amit, R., & Schoemaker, P.J.H. 1993. Strategic assets and organizational rent. Strategic Management Journal, 14(1): 33-46.

Andrews, K. 1971. The Concept of Corporate Strategy. Homewood, IL: Irwin.