In the medical device industry, which is highly value-added and requires multidisciplinary knowledge, major global firms dominate the market, so it is necessary to establish a growth strategy suitable for latecomers. Through a Korean case, it was confirmed that import, diversification, and R&D activity are distinguishing strategies. The existing literature covers these strategies, but these findings are fragmented and differ from those of latecomers. This study examined the impact of the above factors on corporate growth, based on data of 440 Korean medical device manufacturers from 2011 to 2016. According to the results of panel data regression, diversification and R&D activity have a positive effect on the financial performance of a firm, while the import business model shows a negative effect. These results are expected to provide implications with respect to strategies for the growth of latecomers in the medical device industry. In future research, it is necessary to investigate how detailed strategies in accordance with the growth stages of a firm can be established.

In the science and technology-based biopharmaceutical industry, the gap between advanced countries and developing countries is large. What is interesting recently is that a latecomer such as Korea in the biopharmaceutical industry has an opportunity to make a quantum jump through new to a business model. This study investigated latecomer firms’ catching up with advanced European and American firms in the biopharmaceutical industry, focusing on the cases of Celltrion and Samsung Biologics, which are representative Korean biopharmaceutical firms. In terms of profitability, as determined by EBITDA margin, Samsung Biologics has overtaken Lonza and Catalent. In terms of firm value, Samsung Biologics has overtaken Catalent. Celltrion surpassed all firms in 2017 and 2018, however it has been caught up by Catalent since 2020. In the Environmental, Social & Governance (ESG) management, Korean firms ranked lower grades than European and American firms. The driving force of the catching-up strategy revealed by this study is as follows: (1) utilize changes in the industrial structure and environment, (2) maximize the capabilities of the innovation system, (3) make strategic choices and (4) secure an independent and stable position in the relevant field.

Given high business risks and interdependency with various organizations in biopharmaceutical industry, business model has become a key element for firms that aim to be more sustainable and profitable. Despite its growing importance, research on the business model design in biopharmaceutical industry is limited. In particular, there is a lack of research dealing with business models or strategies for latecomers. In the face of drastic changes such as market expansion and patent expiration, there has been growing interest in latecomer’s business model in the biopharmaceutical industry. This study identifies different types of business model designs using hierarchical clustering. Based on an empirical study of 313 biopharmaceutical firms in Korea, we find three types of business models: business diversified research firm, non-diversified research firm, and mature firm. We then compare the general characteristics and performances of each cluster. The findings indicate that business diversification of biopharmaceutical firms is beneficial in terms of profit. This implies that the biopharmaceutical firms in latecomer countries such as Korea are recommended to consider business diversification for sustainable management.