||An organization’s behaviors and decisions in a highly regulative institutional industry were not only regulated by regulations and norms but also influenced by the indigenous institutional logics, such as those originally derived from the state, the profession, the family or the religion. Private universities in Taiwan need to compete to seize the legitimacy as well as the resources in the highly competitive and regulative education environment. Government rules and professional norms provide the possible sources of isomorphism on those public and private universities in this education environment; however, the indigenous institutional logics of private universities will demonstrate the heterogeneities on their strategies choices. According to the founding backgrounds and initiative resources, private universities in Taiwan can be classified into two types: those controlled by family or family business groups and those founded by religious organizations. Given that these universities guild by two different institutional logics, i.e., family logic and religion logic, this research argues that the different private universities that guild by the distinctive institutional logics will possibly have specific strategies choices in the highly regulated and competitive education environment. |
This research employs institutional logics perspective and social capital theory to address the academia-industry collaborations (AIC) strategy issue in Taiwan and are interested to know how the indigenous institutional logics in each private university may co-act with the university’s social capital and thereby influences its inclination and strategic choices on AIC strategy. This research argues that no matter what kind of private university, the social capital of the university President and the Chairman of the Board, and the relational pluralism of the Board of Directors, will play significantly positive impact on AIC strategy.
The findings indicate that the social capital of the President and the heterogeneity of the Board of Directors will generate greater significantly positive impacts on AIC strategy in family-controlled universities than in religion-founded universities. Moreover, the social capital of the Chairman, Chairman’s identity which is tied to founding organizations, and the control asymmetry of the Board of Directors in religion-founded universities may indicate greater positive impact on AIC strategy than in family-controlled universities.
This research concludes that even private universities that are embedded in a highly regulative and competitive environment, these private universities still have distinctive strategic choice based on its indigenous institutional logics and the following attentional social ties. . The family-controlled private universities prefer to utilize the social capital of President and heterogeneity of the Board of Directors as resources on the strategies. However, the religion-founded private universities prefer to obtain resources through the social ties among their founding organizations and thereby on the strategies accordingly. This research utilizes the longitudinal data of private universities from 2003 to 2013. The evidence of this research contributes to the issues that addressing the organizational strategic choices from institutional logics and social capital viewpoint in a highly regulative environment. Additionally, this research also provides theoretical and practical insights on the organizational strategic choices that are influenced from the interwoven formal institutional pressures, the indigenous institutional logics, and the competitive pressure in the embedded environment.