透過彙整廠商成長驅動因素的文獻， 本研究以台灣技術後進製藥廠商為例，聚 焦兩個研究問題：（1)促使台灣技術後進製 藥廠商成長的關鍵因素為何？(2)各成長驪 動因素間如何相互影響，而其關係又如何 進一步影饔廠商的成長？本研究以技術後 進者的3LS追趕能力策略理論，即網絡連 結、資源槓桿及知識學習三要素為核心， 結合「外部環境」、「組織能力」及「領 導與治理」等因素，共同做為衡量廠商成 長績效的六個主要因素，並以專家問卷與 決策試驗及評價寅驗室法，分析台灣末上 市櫃製藥廠商與已上市櫃製藥廠商在不同 階段的成長驅動因素差異。實證結果顯 示：（1)「領導與治理」是台灣製藥廠商最 重要的關鍵成長驅動因素；（2)製藥產業的「網絡連結」缺乏國内、外的推力與拉 力，也是成長驅動因素中發展最弱的項 目；（3)在技術後進的追趕策略「學習一連 結一槓桿」循環中，三要素之間缺乏連動 關係，導致動態能力累積的過程未被完全 啓動，廠商的成長因而有限。本研究是少 數學術文獻中，領先以實證方式釐清並驗 證成長驅動因素間的相互關係，同時亦提 供技術後進廠商在不同成長階段，資源配 置與營運策略制定的實務參考。

Taking Taiwan’s biopharmaceutical latecomer firms as an example，this study aims to explore two questions: (1) What are the growth factors attributed to the pharmaceutical latecomers in Taiwan? and (2) How do these factors interact and affect to each other, and further impact on the growth of Taiwan^ biopharmaceutical latecomers? Based on the 3Ls framework, namely linkage, leverage, and learning, this study is conducted by expert interviews in association with the DEMATEL (Decision Making Trial and Evaluation Laboratory) to explore the causal relationships between and amongst the growth factors. Our results show that ‘leadership and governance，plays the most influential role while the 'linkage5 is the weakest factor. In addition, the catching-up capabilities presented by the 3Ls (linkage, leverage, and learning) have neither accumulated nor formulated as a growth circular. Our study is one of the pioneers to provide empirical evidence for the relationships between and amongst the growth factors while the results provide significant managerial implications for the biop-harmaceutical latecomers in resources allocation and strategic settings based on the different growth stages.