| Summary: | 碩士 === 國立臺灣大學 === 經濟學研究所 === 95 === The topic of strategic alliance has generated considerable interest in recent years. Since the 1980s, globalization has been one of the main traits. Rapid changes in the modern environment have made it impossible for an organization to deal with the furious competitions alone. In order to cope with the rapid changes in the ever accelerating environment, organizations have realized outsourcing tend to accomplish faster and better results. Since then, strategic alliances have caught the world’s attention and have been gradually used in different kinds of industry sectors. However, there appears to be many failure cases and problems associated with strategic alliances; therefore it is obvious that strategic alliances have a deep research value attach to them.
Rapid changes in modern technology have put firms in close contact with other firms in research and development. It is well-known that the drug companies compete globally within the industry. With government levied restrictions on and off, declining R&D productivity and shorter exclusivity periods, the profit from launching a successful new drug to the market can decrease significantly. Therefore, how to fasten the development of new drugs has become pharmaceuticals’ main working direction. Under the pressure of developing faster and less costly approved drugs, many big pharmaceuticals realize many small biotechnology firms possess innovative ideals and can help them fulfills their objectives. As for small biotechnology firms, forming R&D alliances with big pharmaceuticals can actually turn their innovative ideals into real products. Therefore, the phenomenon that big pharmaceuticals and small biotechnology firms possess complementary capabilities has caused a trend in R&D alliance. In this thesis, we will use the theoretical approach of transaction cost theory and resource-based theory to discuss the rationale underlying R&D alliance and managerial logic behind big pharmaceuticals and small biotechnology firms. By taking this logic as the foundation, we will use “Case Study Analysis” to look at R&D alliance through two detailed case studies: one is a successful collaboration between “Bayer” and “CuraGen” and the other is a failure case between “Eli Lilly” and “Emisphere”. Throughout the comparison between the successful case and the failure case, we will try to find out the key successful determinants when forming a R&D alliance.
In this thesis, we use a unified approach, which views the total costs of addressing transactional cost concerns and then compared with the set of total value gains in an overall evaluation of the value of the collaborative activities. Research finding shows the transactional value gives a more fully covered explanation of the managerial logic for successful R&D alliances. We suggested three important collaborative mechanisms and also sources of value creations, which are choosing partners with care, capability building with accelerating learning, and building trusted relationship are key determinants to effective alliance.
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