企业中知识型员工的监管博弈分析

知识型员工作为掌握科学技术的人才，是当今以及未来时代竞争的焦点。如何有效地管理知识型员工已成为企业人力资源管理的重心。本文在系统分析知识型员工特征的基础上，运用博弈论的方法构建了企业中知识型员工监管博弈模型，依据模型对企业中知识型员工的战略选择行为进行了博弈分析，并提出改进管理知识型员工的四条对策。     

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2004年，我国6000家制药企业中约有一半企业被挡在已经提高的GMP(良好的制造实践)标准门槛之外。在制药业大浪淘沙的关键时刻，遵循世界性GMP标准生产，全面提升自身实力，以调整在一体化药业市场中的地位，可以说是每家制药企业的惟一选择。这也是近日在北京举办的第九届中国国际医药展览会能够吸引众多国内外参展商的原因之一。国际知名厂商在展示产品与形象的同时，     

北京市汽车工业战略联盟博弈与实现途径

本文分析了北京汽车工业内外战略联盟关系，给出了有中心企业的多方、多阶段组织博弈的数学描述，以及多方、多阶段战略联盟博弈模型。依据战略联盟博弈模型分析的结果对北汽控股公司内外战略联盟的建立提出若干建议．给出了北京汽车工业战略联盟的目标、战略联盟的形式及建立的途径。     

低碳经济下企业节能减排技术改造进化博弈分析

为了分析低碳经济环境下环境监测部门与企业在节能减排技术改造过程中的博弈,假设博弈双方在有限理性条件下,建立了环境监测部门和企业在各自不同的策略选择时的成本争收益模型,运用进化博弈理论研究了博弈双方的稳定性策略.博弈分析结果表明:企业的技术改造成本和通过技术改造后为企业带来的收益、政府对企业是否进行节能减排技术的奖励和惩罚,以及环境主管部门的重视都将直接影响企业的行为选择.     

企业战略联盟中多人多产品合作生产的成本分摊研究

合作博弈理论在企业联盟收益分配和成本分摊中得到了广泛应用,但一般都是单产品问题,而多产品合作生产的成本分摊问题相关研究却很少。本文从合作博弈的视角研究了企业战略联盟中各参与企业合作生产多种产品时的成本分摊问题,构建了一个多人多产品合作博弈模型,给出了博弈应满足的公理化性质,并基于夏普利法给出了该博弈的解函数表达式,同时还给出了单位产品成本函数的表达式。使用该博弈模型首先可以实现战略联盟的总成本在各参与企业间的分摊,还可以将总生产成本在该联盟生产的各产品之间进行分摊。最后用算例证明了该方法的可行性及合理性。     

制药企业建立专利联盟的探讨

为抑制"专利丛林"带来的"反公地悲剧",近年来学界开始了对"专利联盟"战略的探讨,并在电子、信息产业的试验实施中初见成效.本文将借鉴其经验,立足于我国制药企业,对制药企业建立专利联盟战略的相关问题进行探讨,以期对企业知识产权保护战略的制定有所帮助.     

企业竞争战略与博弈模型研究

企业为争夺市场而采取的种种行动可归结到一种有限博弈策略的运用,企业竞争战略在定义的三维竞争性市场空间中形成了相应三维策略的有机组合;一种普遍适用的二人或多人策略博弈模型被建立;研究纳什均衡解,可为企业制订竞争战略找到科学依据.     

雇主视角下的高级技工短缺问题探析

针对我国高级技工短缺问题,从雇主视角出发,构建＂委托—代理＂模型对专业技能培养的投资行为进行数理推导,并在此基础上对雇佣双方的行动策略作单次动态博弈与重复动态博弈分析。结果表明由于存在技工离职的风险,企业会选择放弃对高级技工培养进行投资。为此,建议企业实施有利于雇佣双方在技能培养中采取合作行为的管理措施,为培养高级技工创造良好的博弈环境。     

基于纳什均衡博弈的企业与员工相互忠诚分析

忠诚员工能够增强企业的凝聚力和核心竞争力,因而在激烈竞争的环境中,如何培养和提高员工的忠诚度,已成为企业迫切而重要的课题.论文在将原有忠诚度内涵扩展到相互忠诚度的基础上,运用了博弈论的方法,构建了企业与员工相互忠诚的博弈模型,并通过分析企业与员工战略行为的博弈选择,得到了纯策略均衡解和混合策略均衡解,最后在此基础上,提出了培养和提高员工忠诚度的结论和建议.     

战略外包热

随着制药行业研发成本的暴增，药物临床研究外包需求持续上涨并不断变化，更加专业、个性化而非通用型模式。药企也会根据不同需求选择领域不同的合同研究组织（CRO）公司，比如数据管理、业务扩展等特定服务。FierceCRO列出了5大CRO公司与制药企业的战略合作案例。     

发电公司的合作竞价策略研究

运用博弈论中的纳什均衡原理,通过构造发电公司的竞价博弈模型,研究发电公司的合作竞价策略。通过分析得出,在静态博弈中发电公司的合作竞价博弈可能是一个囚徒困境博弈或斗鸡博弈,也可能是一个智猪博弈,这主要取决于各发电公司成本之间的差异以及市场的最高报价限制。虽然在静态博弈中合作竞价是不稳定的,但在动态博弈中,发电公司之间有可能通过合作达到集体理性。最后根据分析所得出的结论提出了相应的政策建议。     

New product development process and time-to-market in the generic pharmaceutical industry

Generic pharmaceutical companies tend to improve their market position by being first in the market when a patent on an original product elapses. The time-to-market of new products is an important source of their comparative advantages. In our study we investigate the organizational and managerial factors lying behind time-to-market in four generic pharmaceutical companies in Central and Eastern Europe. Our research also supports some results found in other studies on the lead-time of new product development. However, we find some factors specific to generic pharmaceutical companies. Our findings are incorporated into a diagnostic model of new product development in generic pharmaceutical companies, which is an important practical result of our research.     

Barriers to scientific and technical knowledge acquisition in industrial R&D

An understanding of how companies acquire external knowledge is important for any organisation which participates in technology transfer partnerships. The process of external knowledge acquisition within the development function of the pharmaceutical industry is described. Six pharmaceutical companies participated in this study. Group depth interviews were conducted with scientists from a wide range of disciplines and at different levels of seniority within their companies. Senior managers and information officers were interviewed individually. The findings indicated that, although this industry is a leader in formalised information services and commercial database usage, even here significant barriers to the acquisition of scientific and technological knowledge exist. In several of the companies examined the process of information acquisition is not addressed strategically and implemented at laboratory level.     

A shift to external alliances for product development in the pharmaceutical industry

For a number of years, pharmaceutical companies have been departing from a tradition of strict vertical integration, looking to external sources for at least some of their novel technology and products. The aim of this study was to determine whether (1) this is a long term, industry-wide trend, or (2) merely a temporary or local response to acquire the technical capabilities of the biotechnology revolution of the 1970's, after which, with the new generation of technology in-house, they will revert to primarily in-house innovation. Analysis of secondary data on a representative sample of the fifteen largest drug companies in the United States, the United Kingdom, Germany and Switzerland indicated that between 1977 and 1987, these pharmaceutical companies increased their external R&D alliances nearly six-fold on average. A large and growing proportion of pharmaceutical companies' R&D alliances are formed with biotechnology firms which have proprietary technology, due to financial and innovative pressures. Far from being temporary, this resort to external sources of technology in the pharmaceutical industry follows the trends of the wider industrial world towards functional specialization. Thus, biotechnology companies are increasingly taking on the role of suppliers of innovation.     

金融危机下中国药企的海外并购

2008年的金融危机席卷全球，关于在金融危机中中国制药企业怎样通过海外并购来进军海外做大做强，已经成为当下迫切需要研究的问题。本文对中国药企海外并购的必要性及可行性进行了深入分析，归纳了中国药企在金融危机下的海外兼并中的关键问题，在此基础上提出相应对策、     

An empirical study on coalition formation and cost/savings allocation

Interest has been raised by the recent identification of potential savings through collaborative planning in logistics operations. Even though substantial savings can be realized, two key questions exist: (i) how should potential savings be divided among a group of collaborating companies and (ii) among potential collaborating companies, how should collaborating group(s) be formed? These two questions are studied in a specific context: among potential collaborating companies; a subset, denoted the leading companies, performs collaborative planning on behalf of the others and together, they initiate formation of a collaborating group. We use the concept of a business model to detail such context. Based on the literature on network formation where potential savings are modelled by a cooperative game, four business models are explored in four different subsets of leading companies. We propose a network model as a method to determine the stable collaborating group in each computation. A case study including eight forest companies is described and analyzed. Results show that very different solution characteristics can be achieved depending on the business model selected.     

Modelling the incentive to participate in open source biopharmaceutical innovation

The open source model provides a valuable framework for collective knowledge production and dissemination. Open knowledge networks and other cooperative strategies (classified as open source discovery initiatives) are enabling biopharmaceutical companies to access disembodied knowledge‐based resources critical to downstream drug development. The objective of these cooperative strategic alliances is to preserve the downstream technological opportunities for multiple firms. When upstream discovery research cannot yield commercial products and when the costs associated with excessive upstream competition are too high, companies jointly benefit from cooperative knowledge production and open knowledge dissemination. An analysis of 39 open source initiatives (consortia) provides us with information on: the likely participants in such initiatives, the focus of knowledge production activities, the characteristics of the knowledge generated, and the management of joint knowledge assets. Based on this analysis, we use game models to understand the decision to participate in such strategic alliances better. Our game models provide a simple but elegant framework for understanding the impact of changing knowledge structures on the payoffs associated with cooperation and defection in knowledge production, and therefore on behaviour.     

Assessing the R&D capability of the Japanese pharmaceutical industry

According to some observers, Japan's pharmaceutical industry 'emerged as a global competitor' in the 1980s. According to others, the same firms 'face severe obstacles' in the 1990s and may 'run out of time in their internationalization efforts.' To help clarify the competitive position of the Japanese industry, this article uses an original framework and set of estimates to codify the R&D capability of the nine major Japanese pharmaceutical companies ('the nine majors') and compare it with the R&D capability of their Western counterparts. On this basis the article concludes that the majors are not yet global competitors, although several could be by the end of the decade. The estimates help to quantify what has been described as a large gap between the R&D position of the Japanese companies and the position of the top Western pharmaceutical firms.     

Managing industrial pharmaceutical R&D. A comparative study of management control and innovative effectiveness in European and Anglo-American companies

Drug regulation and pricing have put strong pressure on the cost-benefit ratio of the innovative pharmaceutical industry. Therefore a study has been conducted in fourteen large and medium sized companies to determine some important organisational and managerial factors influencing success in pharmaceutical innovation. The study consists of structured interviews with Research Directors and questionnaires, submitted to the heads of the different research departments. The following conclusions are tentatively drawn. Firstly, the data suggest that a threshold investment of approximately $150–200 million is needed to maintain the innovative potential. Above approximately $750 million, 'economies of scale' seem to appear in pharmaceutical innovation. Secondly, an incremental strategy aimed at reducing the duration of the development process seems to be more successful than a radical strategy which lays more emphasis on discovery. Thirdly, pure play pharmaceuticals seem to be more successful than the pharmaceutical divisions of conglomerates. Management control, especially the way in which reorganisations are performed, is assessed more positively in pure play pharmaceuticals. Fourthly, the greater emphasis on human resources management in Anglo-American companies, in comparison to continental European companies, seems to be an important explanatory factor for their greater success on the pharmaceutical market.     

基于战略联盟的生物制药企业技术合作创新模式研究

随着生物技术发展、经济全球化和市场需求的风云变幻,市场的不确定性风险越来越大,技术创新正在成为生物制药企业未来增长的主要源泉。在激烈的市场竞争当中,单个企业间的竞争正在逐渐演变成联盟之间的技术竞争。本文分析并建立横向联盟技术创新模式、纵向联盟技术创新模式和补缺联盟技术创新模式,以此推进生物制药企业技术合作创新的研究。