The Research of the Business Models and International Activitiesof Taiwanese R&D Service Industry-- The Case Study of Biotechnology Industry

• Main Authors: Chia-Tai Wu, 吳家泰
• Other Authors: Yi-Chia Chiu
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/91661695493755681080

碩士 === 國立中興大學 === 企業管理學系所 === 94 === Enterprises have undergone transformations due to the impact of globalization and information computerlized; high expenditure or inefficient processes of R&D activities are outsourced and that has led to the development of R&D Service Industry. As it has been developed more than ten years, one of the primary questions that R&D service companies ought to take into consideration is how to create outstanding performances and competitive adventages. Organizational adventages originates from strategies, according to Grant (1995), which is a crucial component of the business model. As a result, the R&D service companies can generate profits and maintain competitive advantages via business model (Afuah, 2004). This research applied business models related theories as a core to develop the questionary. From it, I dived into the performances of various business models in particular of R&D service companies, with an indepth discovery in strategic activities utilized by the outstanding business models. Since all sorts of Taiwanese enterprises pursue the trend of internationalization, under its competitive pressure, my research also aims to draw on international activities as moderator variables for better understaindings in the impact of the performance. The research samples are derived from 116 biotechnology industrial companies, registered R&D service companies in Industrail Technology Research Institute. The research indicates the following results: (1) of the three business models, “Human-resource Orientation” and “Low-cost Orientation” as well as “Marketing Orientation”, Marketing Orientation leads the performance followed by Human-resource Orientation and Low-cost Orientation; (2) as to the two types of international activities of R&D service companies, there is no distinctive influence and yet it remains potential developments; (3) R&D service companies should center their business models on resources and capabilities as the basis to construct business activities. Without the two supports, business activities are do no aid to the performance.