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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 李吉仁(Ji-Ren Lee) | |
dc.contributor.author | Joy S.Y. Chen | en |
dc.contributor.author | 陳秀宜 | zh_TW |
dc.date.accessioned | 2021-06-07T17:59:09Z | - |
dc.date.copyright | 2012-08-28 | |
dc.date.issued | 2012 | |
dc.date.submitted | 2012-08-09 | |
dc.identifier.citation | Accenture, 2007. Achieving high performance in pharmaceuticals: Reversing the R&D productivity decline. http:// www.accenture.com.
Datamonitor, 2010. Pharmaceutical M&A in the Asia-Pacific Region, DMHC2650, Aug. Datamonitor, 2011. GlaxoSimithKine plc, PharmaVitae Top 50 Company Analysis, May. Datamonitor, 2011. Big Pharma Company Outlook to 2016, HC00073-001, December. Deloitte and Thomson Reuters research, 2011. Falling R&D returns? Nature Review Drug Discovery, p9. EvaluatePharma, 2011. Worldwide Preview 2016, June.. Forbes, Glaxo Smith Kline PLC Annual Data, http://finapps.forbes.com Garnier J-P., 2008. Rebuiding the R&D engine in big pharma. Harvard Business Review, May, p69-76. Ghemawat P., 2005. Regional strategies for global leadership. Harvard Business Review, December, p98-108. Ghemawat P., 2007. Redefining global strategy: Crossing borders in a world where differences still matter. Cambridge, MA: Harvard Business School Press. Ghemawat P., 2007. Managing Differences: The central challenge of global strategy. Harvard Business Review, March, p59-68. GSK, GSK annual report 2011. http://www.gsk.com ICH, http://www.ich.org. IMAP, 2011. Pharmacetuicals & biotech industry global report. Levitt T., 1983. The globalization of markets. Harvard Business Review, May-June, p92-102. O’Hagan P. and Farkas C., 2008. Bringing pharma R&D back to health. http:// www.bain.com. Meyer K.E., Mudambi R., Narula R, 2011. Multinational enterprises and local contexts: The opportunities and challenges of multiple embeddedness. J. of Management Studies 48:2, p235-252. Novartis. Novartis annual report 2010, 2011. http://www.novartis.com Datamonitor, 2010. Pharmaceutical R&A in the Asia-Pacific region, DMHC2650. Pharmaceutical Research and Manufacturers of America, 2011. PhRMA Annual Membership Survey 2011. Pharmaceutical Research and Manufacturers of America, 2012. PhRMA Annual Membership Survey 2012. Porter M. and Rivkin J.W., 2012. Choosing the United States. Harvard Business Review, March, p80-93. Pfizer. Pfizer pipeline as of May 2012. http://www.pfizer.com. Rugman A.M., 2001. The myth of global strategy. International Marketing Review, 18(6), p583-588. Rugman A., 2004. Regional Strategies of Multinational Pharmaceutical Firms, (with C. Brain) Management International Review, Special Issue 3, p61-79. Rugman A., 2011. Re-conceptualizing Barlett and Ghoshal’s classification of national subsidiary roles in the multinational enterprise, J. of Management Studies, 48:2, p253-277. Sato V, Jaeker C, and Solanki P. M., 2012. China Novartis Institute for Biomedical Research: Building a sustainable, globally integrated research enterprise. Cambridge, MA: Harvard Business School Press. Scannell JW and Boldon H., 2012. Diagnosing the decline in pharmaceutical R&D efficiency. Nature Review Drug Discovery, p191-200. US FDA, 2012. New drug review: An update and a look ahead. http://www.fda.gov | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/16046 | - |
dc.description.abstract | 過去跨國大型製藥公司運用全球化經營模式,成功創造製藥界巨額利潤多年,然而最近卻面臨研發成果慘淡、明星產品專利相繼過期、醫藥法規趨嚴、藥價壓力、歐美市場成長趨緩等種種問題,再加上2008年以來的經濟危機,可謂前所未有的嚴峻挑戰。重建其研發模式與建構更有效的全球研發策略乃是跨國大型製藥公司在此不確定的環境下是否可安然生存下去、乃至重現過去榮光之關鍵所在。針對此一挑戰,本研究採用Ghemawat教授所提出的文化-政府行政-地理-經濟距離架構與調適-集結-套利的3A策略,探究跨國大型製藥公司近年來在新興亞太地區所運用的研發策略。
本研究發現政府行政距離為跨國大型製藥公司是否能成功進入亞太地區最主要之障礙,而跨國大型製藥公司以集結策略為其基底,再採取套利策略以利用亞太地區低廉人力、物力、政府優惠獎勵政策、亞洲好發性疾病等資源,加上因應各國政府法規與當地醫藥市場而微調之調適策略,綜合運用金三角策略形成其全球研發佈局。 本研究並深入分析全球前十大跨國大型製藥公司中的諾華(Novartis)、葛蘭素史克(GSK)、輝瑞(Pfizer)大藥廠在亞太地區的研發策略,亦發現此三公司採取類似之3A策略以進入新興亞太地區,唯輝瑞公司似乎較側重套利策略。本研究驗證當代重要的學術理論的實用性,其結果亦可為製藥界之實務參考。 | zh_TW |
dc.description.abstract | Big pharmaceutical companies around the world have undertaken globalization approach for their drug discovery activities for many decades and have achieved a great success. However, these companies have been threatened by the declining R&D productivity, patent cliff, regulatory and pricing pressure emerged recently. To rebuild R&D engine and develop effective global R&D strategy becomes the key to revitalize big pharma’s global competitive edge under the uncertainty. The present research examined this issue by applying the CAGE distance framework and AAA strategy with a focus on the recent moves of big pharmaceutical companies’ R&D activities in the Asia Pacific region. We identified that the administrative distance appears to be the major and most challenging barrier for big pharma to across the border to APAC countries. Moreover, the analysis of big pharma’s R&D presence in this region revealed that while aggregation has been the major global strategy in APAC region and continues to be, big pharma also pursues arbitrage strategy for the low cost structure, talent pool, and Asian diseases in this region. Because of the government policy and incentive, big pharma is developing adaptation strategy to certain extent for the local need as well. Finally, this research reviewed the R&D strategies of three global top ten pharmaceutical companies, Novartis, GSK and Pfizer in APAC region. It indicates that while the global R&D strategies of these three companies are comparable and consistent with the suggestions of AAA strategy, Pfizer takes arbitrage approach more than Novartis and Pfizer. Implications and suggestions are also discussed. | en |
dc.description.provenance | Made available in DSpace on 2021-06-07T17:59:09Z (GMT). No. of bitstreams: 1 ntu-101-P98745012-1.pdf: 1752933 bytes, checksum: be581e4120d767edc8c8f2f5fa87bfd7 (MD5) Previous issue date: 2012 | en |
dc.description.tableofcontents | 口試委員審定書 i
誌謝 iv Chinese Abstract v English Abstract vi Table of Content vii Figure ix Table x Chapter 1 Introduction 1 1.1 Background and Motivation 1 1.2 Research question and Purpose 4 1.3 Research Methodology 5 1.4 Thesis Process and Framework 6 Chapter 2 Literature Review 7 2.1 Semi-globalization vs Globalization 7 2.2 CAGE framework 9 2.3 ADDING Value Scorecard 11 2.4 AAA strategy 13 2.5 Playing the differences: The AAA Triangle 19 2.6 Other theories and framework 20 Chapter 3 Changes of Pharmaceutical R&D Strategy 24 3.1 Drug discovery and development process 24 3.2 R&D resources and productivity 29 3.3 Evolving global R&D strategy 31 Chapter 4 Semi-globalization of Pharmaceutical R&D in APAC Region 34 4.1 Overview of pharmaceutical market in APAC region 34 4.2 CAGE distance analysis 35 4.3 AAA strategy for APAC region 40 Chapter 5 Case study: Example of AAA Strategy 47 5.1 Novartis 47 5.2 GSK 53 5.3 Pfizer 59 5.4 R&D strategy formulated by Novartis, GSK, and Pfizer 63 Chapter 6 Conclusion 65 6.1 Re-examine CAGE distance framework and AAA strategy 65 6.2 Related to other theories and framework 67 6.3 Outlook and suggestion 69 References 72 | |
dc.language.iso | en | |
dc.title | 跨國藥廠亞太地區研發策略:AAA策略之運用 | zh_TW |
dc.title | Multinational Pharmaceutical Companies’ R&D Strategy in the Asia Pacific Region: An Application of AAA Strategy Framework | en |
dc.type | Thesis | |
dc.date.schoolyear | 100-2 | |
dc.description.degree | 碩士 | |
dc.contributor.coadvisor | 陳鴻基 | |
dc.contributor.oralexamcommittee | 劉恒逸 | |
dc.subject.keyword | 藥物研發策略,CAGE架構,3A策略, | zh_TW |
dc.subject.keyword | R&D strategy,GAGE framework,AAA Triangle strategy, | en |
dc.relation.page | 73 | |
dc.rights.note | 未授權 | |
dc.date.accepted | 2012-08-09 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 商學組 | zh_TW |
顯示於系所單位: | 商學組 |
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