延遲改變：永續轉型過程的捍衛制度工作

Delaying Change: How Incumbents’Defensive Institutional Work Avoids Radical Change in Sustainability Transitions

制度改變帶來的變化有時翻天覆地，有時卻相當緩慢且微小，雖然已有研究證實制度可被改變，但改變停滯的現象卻鮮少被探討。不同於過去多著重於發動改革的制度興業家，本文分析既存者(incumbents)的策略行動，以更了解制度改變的動態性。本研究採質性研究法，探討機車產業的永續轉型與停滯歷程（2007~2020年）。永續轉型停滯常被認為是企業抗拒改變所導致，然而現今永續行為已是理所當然，企業若明顯抗拒將不具正當性；故本文主張問題不在於既存者是否加入改變行列，而是改變應如何安排。本研究分析既存者的捍衛制度工作，發現這些工作不僅影響改變的制度安排，同時也對改變應如何進行傳達出三個時間詮釋：「欲速不達」、「時機未到」與「新舊並存」。值此，本文進一步提出制度改變的延遲機制。本研究補充制度改變的時間研究缺口，並對產業永續轉型帶來實務意涵。

"Although institutionalists have verified that institutions do change, how and why the scope and pace of change vary are less explored. Rather than focusing on institutional entrepreneurs, this study highlights the incumbents’reaction to institutional change. By studying the case of the failed sustainability transition involving the phasing out of gasoline- and diesel-powered scooters in Taiwan, this study examines incumbents’defensive institutional work to avoid radical change when deinstitutionalization occurs. The study reveals that this defensive work is devoted to intersubjectively interpreting how change should proceed temporally. The study identifies temporal work characterized as involving following shared beliefs:“more haste, less speed,”“now is not the time,”and“coexistence.”The study further proposes the mechanism underlying the delays in the transition to enhance the understanding of the social construction of institutional change."