台灣製藥業歷經半個世紀以來的蛻變與發展，面臨國內外環境的劇烈變遷及競爭、市場結構的改變、已到了必須轉型的關鍵時機。在面臨激烈的競爭與更不確定的政治、經濟環境下, 台灣的製藥業者為了求生存與成長、甚而期望永續經營，企業組織致力於創新之路就愈來愈重要了。

本研究以「組織創新前置因素」、「組織創新」與「組織績效」三大構面為架構，研討過去專家學者的研究結果，研讀相關理論，以「台灣製藥業、通過cGMP認證之廠家」為實證母體，以「台灣區製藥工業同業公會會員名冊」、及「台灣區製藥發展協會」所建議之較具規模廠家為抽樣對象，進行問卷調查，以進行其三大構面之相關性研究。透過敘述性統計、因素分析與信度分析、複迴歸分析、多變數分析，最後歸納出本研究之主要結論如下：

1.「人員創造力」、「組織結構」、「環境」與「組織創新」均有著顯著的相關存在。
2.「人員創造力」、「組織結構」、「環境」與「組織績效」均有著顯著的相關存在。
3.「組織創新」與「組織績效」有著顯著的相關存在。
4.「組織創新」在「組織創新前置因素」與「組織績效」間具有顯著之中介效果。
5.在逐步回歸中，「環境」對「組織創新」其解釋能力最大，其次為「組織結構」，最後則是「人員創造力」。

After half a century of development and metamorphosis, Taiwan’s pharmaceutical industry is facing drastic changes at home and abroad both in terms of competitive environment and market structure, and now is a critical time for the industry to transform itself. In the face of keen competition and political and economic uncertainties, Taiwan’s pharmaceutical industry is working hard to survive and thrive in the hope of achieving sustainable development. To reach that goal, it has become increasingly important for the businesses in the industry to focus on organization innovation.

This paper studies the relationships among organization innovation antecedents, organization innovation and organization performance. After taking references from previous researches by scholars and experts in this field and studying relevant theories, this paper uses the manufacturers that have obtained cGMP certificates in Taiwan as objects for an empirical study. It then conducts a survey of manufacturers that are members of Taiwan Pharmaceutical Manufacturers Association and recommended by Chinese Pharmaceutical Manufacture and Development Association. Descriptive statistics have been compiled on the valid questionnaires before a factor analysis, a reliability analysis, a regression analysis, a multiple regression analysis, and an analysis of variance (ANOVA) examination are made of the data.

After making these analyses, this study comes to the following conclusions:
1.An obvious relationship exists among “personnel creativity,” “organization structure,” “environment,” and “organization innovation.”
2.An obvious relationship also exists among “personnel creativity,” “organization structure,” “environment,” and “organization performance.”
3. An evident relationship exists between “organization innovation” and “organization performance.”
4.“Organization Innovation” has clear effect as a medium between “organization innovation antecedents” and “organization performance”.
5.A regression analysis of the effects finds that the environment is the biggest reason for organization innovation, followed by organization structure and personnel creativity in that order.

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三、網路部分：
1.台灣區製藥工業同業公會；http://www.tpma.org.tw/