為了能讓每一位國民，不論收入高低，均能享有看病及領藥的權利，健康保險制度是大部份先進國家提供給國民的重要福利之一，然而龐大的開支卻常常造成政府財政沉重的負擔。日本長期不景氣以及嬰兒潮世代退休後的少子化現象，均造成健保財政入不敷出，而為了解決這個問題，日本政府最近十年來採取一連串鼓勵性的政策，希望能讓同效果但成本較便宜的學名藥，取代專利過期卻仍然維持高價的原開發廠藥。因日本是僅次於美國全世界第二大藥品市場，在政府政策的帶領下，學名藥市場的快速膨脹是意料中之事，因此除了日本本土的學名藥廠外，也吸引了各國外資學名藥廠加入競爭，而本研究將以澤井製藥、東和藥品、日醫工、日本TEVA、及日本Lupin等五家學名藥廠作為研究的對象。
本研究將從Pfeffer及Salancik所提出之資源依賴的角度探討上述各藥廠的策略，是否有使用併購、合資、獨立董事、協會、政治力量、及經理人配置等六種對抗資源依賴的對策，雖然五家企業均處在日本學名藥業界，因此擁有共同的政治、社會、經濟、及技術環境因素，但是因各個企業的屬性及經營策略不同，因此所面對來自供應商、客戶、甚至是競爭對手的資源依賴模式都不盡相同。
本研究結論指出，既有品牌使用併購及合資較保守，且重視利潤，而後發品牌則傾向使用併購及合資、重視營收、且在併購不可能或不適當時才會考慮合資或少數參股等策略；個案公司幾乎不使用獨立董事，在日本本土藥廠的董事會成員多為經營團隊，而外資的董事長一律是母公司的人員；個案公司均參加學名藥製藥協會，但不在減少競爭，而在擴大整體市場；依作者的資訊所及無法判斷各公司是否有運用政治力量；最後，資源依賴決定經理人配置的情況在外資企業明顯，在本土企業則無，因後者均為家族企業。

一、 英文文獻
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5. Casciaro, T., & Piskorski, M. J. (2005). Power imbalance, mutual dependence, and constraint absorption: A closer look at resource dependence theory. Administrative Science Quarterly, 50: 167-199.
6. Certo, S. T. (2003). Influencing initial public offering investors with prestige: Signaling with board struc- tures. Academy of Management Review, 28: 432-446.
7. Certo, S. T., Daily, C. M., & Dalton, D. R. (2001). Signaling firm value through board structure: An inves- tigation of initial public offerings. Entrepreneurship: Theory and Practice, 26: 33-50.
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二、 日文文獻
1. 伊藤邦雄 (2010)。医薬品メーカー勝ち残りの競争戦略。東京：日本経済新聞出版社。
2. 佐藤健太郎 (2010)。医薬品クライシス。東京：新潮社
3. 佐藤睦美 (2011)。マーケティング視点で説く医薬品産業戦略マネジメント。東京：東急エージェンシ
4. 舘澤貢次 (2012)。医薬品。東京：産学社
5. 高橋真人 (2011)。変革期を勝ち抜く医薬品マーケティング新戦略。東京：医薬経済社

三、 網路資料和報導資料
1. 澤井製藥，2000~2013年企業年報 (共14年份)
2. 東和藥品，2004~2013年企業年報 (共10年份)
3. 日醫工，2005~2013年企業年報 (共9年份)
4. 澤井製藥官方網站：http://www.sawai.co.jp/
5. 東和藥品官方網站: https://www.towayakuhin.co.jp/
6. 日醫工官方網站: http://www.nichiiko.co.jp/
7. TEVA全球官方網站：http://www.tevapharm.com/
8. 日本TEVA官方網站：http://www.teva.jp/
9. Lupin全球官方網站：http://www.lupinworld.com/
10. 共和藥品官方網站：http://www.kyowayakuhin.co.jp/
11. 【テバ】大洋薬品を買収‐３７０億円で株式57％取得。(2011.5)。薬事日報
12. テバ、大洋薬品買収発表　後発薬、再編の要に。(2011.5)。日本経済新聞
13. 【共和薬品工業】インドジェネリックメーカー「ルピン」の傘下に‐ジェネリック市場参入・再編が進行。(2007.10)。薬事日報