近年來，台灣生醫產業在高齡化、AI 數位科技發展與疫情經驗等因素下，逐漸成為國家重點發展產業之一。然而，生醫產業同時具有高資本密集、研發週期長等特性，使新創企業在發展初期即有可能面臨到極高的市場進入障礙。也因此，企業如何在資源限制下辨識市場機會、逐步補足自身能力，使資源、能力與市場機會逐步相互適配，並進一步對外部產業環境產生制度性影響，成為本研究關注的核心問題。
本研究以偉喬生醫（Leadgene Biomedical, Inc.）為研究個案，探討其自 2013 年創立至 2026 年發展至今，如何在資源有限與產業結構缺口並存下，逐步建立自身發展基礎與市場定位。本研究採質性單一個案研究法，透過深度訪談所獲得的初級資料、與網路、媒體等次級資料進行交叉比對，用以分析偉喬之發展歷程。
研究結果發現，偉喬生醫的發展可理解為由機會識別開始，經由制定行動與校準逐步縮小資源、能力與機會之間的落差，最終達成制度興業的過程。創辦團隊先辨識出台灣生醫產業上游供應鏈的結構性缺口，並以抗體與蛋白質等技術服務作為切入市場的基礎；其後，再於認知自身資源與能力落差後，透過既有知識、人脈、育成中心、政府補助與有限資本等資源的靈活運用，在行動中逐步建立並補足營運能力。在發展過程中，偉喬逐步使資源配置、能力發展與市場機會逐步形成一致與互補；並藉此最終透過上游原料供應、跨界合作與平台化營運，對台灣生醫產業的合作模式與生態系認知產生重大影響，開創台灣生醫的上游結構與共榮發展的生態系。
總結來說，本研究認為，台灣生醫新創企業的發展應理解為企業如何在資源限制下進行機會識別，透過制定與校準逐步使能力與機會相互適配，並最終促成制度興業的歷程。此一研究結果可作為後續學術研究與實務界之參考。

In recent years, Taiwan’s biomedical industry has become a key strategic sector, driven by population aging, advances in AI and digital technologies, and lessons from the pandemic. However, its high capital requirements and long R&D cycles create substantial entry barriers for new ventures. This study therefore examines how firms under resource constraints identify opportunities, develop capabilities, align resources, capabilities, and market opportunities, and ultimately influence their institutional environment.
Using Leadgene Biomedical, Inc. as a single case, this study analyzes the company’s development from 2013 to 2026. Primary data from in-depth interviews were triangulated with secondary data from online and media sources.
The findings show that Leadgene’s development began with identifying a structural gap in Taiwan’s upstream biomedical supply chain and entering the market through antibody and protein services. The firm then drew upon existing knowledge, personal networks, incubator support, government subsidies, and limited capital to build its capabilities. Through enactment and alignment, Leadgene progressively coordinated its resources, capabilities, and market opportunities. By supplying upstream materials, promoting cross-boundary collaboration, and developing platform-based operations, it further influenced industry collaboration models and ecosystem perceptions, contributing to a more autonomous and mutually supportive biomedical ecosystem.
Overall, this study conceptualizes biomedical venture development as a process of opportunity identification, enactment, alignment, and institutional entrepreneurship. The findings offer implications for both future research and entrepreneurial practice.

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