本教學個案探究孤兒藥－龐貝氏症的新藥開發過程。個案以中國合成橡膠公司(中橡)為此孤兒藥開發之主要投資者角度，探討新藥開發過程的管理實踐與政策意涵。本個案認為企業在執行多角化經營時，開放式創新理論為一有效的經營策略。具體而言，中橡投資龐貝氏症新藥開發－Myozyme®的三項關鍵決策: (一)收購位於英國諾森伯蘭（Northumberland）的青黴素（Penicillin）工廠－葛蘭素史克藥廠（GlaxoSmithKline Pharmaceuticals Ltd., GSK），(二)決定投資孤兒藥開發，以及(三)透過Synpac持續對研發團隊的投資。開放式創新理論提供研發團隊在新產品開發階段中，可參考的管理框架，協助對資源配置進行調整與管理。此外，本教學個案更針對中橡對於Myozyme®的授權新藥開發之關鍵抉擇進行討論。

This teaching case demonstrates the drug development of Myozyme® for Pompe Disease. The case takes as its angle the China Synthetic Rubber Corporation (CSRC), the main investor in the orphan drug development, discussing its managerial practice and critical decisions. The aim is to guide students on discussing how firms could make decisions about their diversification strategies using open innovation theory as a framework. Specifically, this teaching case illustrates three critical decisions that lead to the drug development of Myozyme® being successful, namely CSRC's acquisition of GSK at Northumberland, its decision to invest in orphan drug development, and its decision to continuously invest in the R&D team through Synpac. The open innovation model serves as an effective framework for management teams needing to monitor the progress of R&D teams so as to correctly allocate resources to new product development. Furthermore, also discussed in this teaching case is the critical strategic decision over whether to license out the Myozyme® application or manufacture the drug in-house. Finally, the teaching materials include relevant theories to guide discussion, case questions, and a breakdown of discussion sections and details, as well as a reflection on the teaching case provided in the teaching note.

開放式創新將能讓資源及知識穿透企業的組織疆界而流動，並促使企業能跨越組織疆界進行資源與知識的吸收及整合，加速企業的研發、創新。同時，透過開放式創新，企業也能縮短進入試場時間，提升企業的網絡活動與促進研發能力。在收益部分，相較於封閉式創新，開放式創新能創造更多的收益，主要是在開放式創新中，企業能從外界獲得相關的知識或技術，可節省時間與成本，並且增加企業的創新能力，利用創新能力開發新產品、新製程或新服務，再售予第三者，以擴增收益的來源。 作為臺灣的專業碳黑製造商，中國合成橡膠公司(中橡)決定多角化經營後，從傳統產業跨足生物醫藥產業，經營製藥開發與製造。由於生醫產業所需的資源與傳統產業截然不同；因此，不論過去中橡生產碳黑的技術為何，技術軌跡與資源的取得/整合勢必要有所調整。如果中橡選擇封閉式創新的模式，勢必要組建新的研發團隊才能克服技術軌跡不同的障礙。中橡為了能在有限的資源下發揮最大的效能，突破既有產業差異的限制，建立內部資源與外部資源的相互流動機制，成功發展多元經營的管理模式。在1991年，黃達夫博士建議辜振甫（中橡董事長）投資陳垣崇博士的龐貝氏孤兒藥研發；其管理方式符合創業投資公司 (Venture Capitals) 投資新創企業 (Starups) 的模式，而這樣的方式屬於開放式創新的範疇。當龐貝氏孤兒藥在PhaseⅡ臨床試驗階段，Synpac (中橡所投資的公司) 並沒有將知識產權僅限制在組織內部運用；相反地，Synpac將龐貝氏孤兒藥的專利授權給美國健贊藥廠，經由授權協議讓健贊使用其專利並從中獲利，創新從Synpac流出找到更適合的公司，並將創新轉化成現金流，是典型的開放式創新成功案例。

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