私立大學的制度邏輯與社會資本對產學合作績效之影響

Impacts of Institutional Logics and Social Capital of Private Universities on the Performance of Academia-industry Collaborations

臺灣的私立大學在競爭激烈且高度制度規範的高等教育市場中，政府與專業團體提供規範與約束，成為影響私立大學發展的主要制度環境。組織的行為雖受制度環境約束，也受制於組織本身制度邏輯，進而影響私立大學對於產學合作政策的關注或績效表現。本文蒐集2003年至2013年臺灣私立大學的產學合作績效資料，從制度邏輯與社會資本之觀點，探討在高度制度規範的高等教育產業，家族控制的私立大學與宗教支持的私立大學，如何透過領導人或董事會社會資本的建構安排，影響產學合作績效。研究結果發現，即使在高度制度規範的產業環境中，組織回應制度政策的動機與行為並不完全趨同，組織本身的制度邏輯對於組織回應制度環境規範之作為與績效，具有關鍵性影響。

Private universities in Taiwan 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 universities; however, the indigenous institutional logics of private universities will demonstrate the heterogeneities on their strategic choices. 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 even in a highly regulated and competitive education environment. This research employs institutional logics perspective and social capital theory to address the performance of academia-industry collaborations (AIC) and are interested to know how the indigenous institutional logics in each private university may co-act with university's social capital and thereby influences its inclination and strategic choices on AIC. The family-controlled private universities prefer to utilize the social capital of President and heterogeneity of the Board of Directors as resources. However, the religion-founded private universities prefer to obtain resources through the social ties among their founding organizations. This research utilizes the longitudinal data of private universities in Taiwan 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.