The Characteristics of Organizational Change in Taiwan Biotech Companys-- A Case Study of V Biotech Firm

• Main Authors: Fong Chan, 陳峰
• Other Authors: Kuang S. Yeh
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/78486691853697108486

碩士 === 國立中山大學 === 企業管理學系研究所 === 94 === This paper is trying to identify and further discover the possible characteristics and reasons for organizational restructuring in a Biotechnology company. The research methodology is firstly to analysis the internal/external environment and the senior management team profile, then to knew what is each factor’s influence made to the organization strategy, and according to the outcomed strategy direction, to understand the case study company various stages organizational structure origin and characteristic. Finally, compared with the theory and the biotechnology company structure characteristic which in the different organization stage, to discover the difference and the reasons. This study result finding that in the biotechnology company early established time, because of the industry has the lengthy lead-time on the research and development, this characteristic generally let the biotechnology company delay the demand of transfer from product development function to departmentalize, thus product development function is very much likely dispersed in separate and different technical units. In the stage as biotechnology company research oriented, the most crucial challenge of company is to set up the research and development ability, the research and development ability strong or weak will directly affect the value of biotechnology company, therefore very early start to establish the research related departments, and these departments finally will early mature than any other departments. In addition, in the research and development related organizational structure, extremely possibly use the "matrix project management structure” which can simultaneously satisfy both technical department and other sides. But regarding the best organizational structure to the whole biotechnology company, will possibly use the “hybrid matrix structure” which can simultaneously mixed the organizational structure characteristic advantage of function type (non-R&D part) and the matrix type (research part). In the organizational restructuring stage, because of the effect of domestic investor’s nearsightedness, a Biotech company begins to pursue any method or opportunity to raise the internal effectiveness. The laboratory will be the first one to review for effectiveness improvement possibility for its restructuring purpose. After all these attempts and restructuring process, the non-core business is outsourced to others for a more effectiveness- and mechanical-oriented organization. At last, this empirical research shows 3 managerial meanings as followings: A. The core of the restructuring for a newly start up Biotech company is the mechanism of research and development change. B. The research-oriented Biotech company needs to maintain the innovative development momentum excepts pursue the effectiveness. C. The start-up research-oriented Biotech company’s organizational restructuring breakthrough point lies in the first launch of commercialized product.