Human Agents, Contexts, and Institutional Change: The Decline of Family in the Leadership of Business Groups
Human Agents, Contexts, and Institutional Change: The Decline of Family in the Leadership of Business Groups
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DOI：
10.1287/orsc.1070.0272
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发表时间：
2008
期刊：
影响因子：
--
通讯作者：
Chi‐Nien Chung;X. Luo
中科院分区：
文献类型：
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作者：
Chi‐Nien Chung;X. Luo
本研究探讨了具有变革意识的人类代理人与环境和组织突发事件之间的相互作用，以了解高度制度化的实践中有争议的变化。我们提出了一个理论，如何个人，包括那些谁是结构高度嵌入，可以成为变革的推动者时，面对放大的制度矛盾。本文以台湾企业集团领导层中的家族存在为例，认为尽管第二代领导人受到结构性约束，但在市场化转型和高度多元化的企业集团背景下，这些领导人更有可能实现其减少家族存在的动机，而且，受过美国管理教育的主要领导人比非美国人更有可能偏离这种制度化的做法。受过良好教育的关键领导者，因为他们可以从不同的商业模式中传播想法。对1977年至1998年台湾前100大企业集团的纵向分析在很大程度上支持了我们的论点。这项研究有助于最近的努力，以了解前因制度变迁与明确的重点机构和背景之间的相互作用，并通过检查一个基本特征的变化，组的形式，企业集团的研究。
This study examines the interaction between change-minded human agents and environmental and organizational contingencies to understand contested change in highly institutionalized practices. We propose a theory of how individuals, including those who are structurally highly embedded, can become change agents when confronted with amplified institutional contradictions. Using the empirical example of family presence in the leadership of Taiwanese business groups, we argue that despite the structural constraints on second-generation key leaders, these leaders are more likely to actualize their motivation to reduce family presence in the contexts of market-oriented transition and highly diversified business groups, and that key leaders with a management education from the United States are more likely to deviate from this institutionalized practice than are non-U.S.-educated key leaders, because they can transport ideas from different business models. A longitudinal analysis of the top 100 business groups in Taiwan between 1977 and 1998 largely supports our arguments. This study contributes to recent endeavors to understand antecedents to institutional change with an explicit focus on the interplay between agency and context, and to business-group research by examining the change of one foundational feature of the group form.