本計畫根據制度興業的理論觀點，探討行動者（興業家）如何運用策略，改變其所 處的制度環境。因此，本計畫將關注重點置放於行動者之策略行動構面，以及其與所處 脈絡環境所產生的鑲嵌性，並以場域的制度化程度與行動者位置這兩個構面解構制度興 業活動發生的起始脈絡條件，藉此整理文獻發展一個制度興業策略的整合架構。實徵 上，奠基於自然探究精神，本計畫採用比較個案研究法，探討宏達電、台積電、友達、 以及宏碁，這四個制度興業家在不同情境脈絡下，將如何創新不同的制度與帶動產業制 度的改變。 This project draws on the literatures of institutional entrepreneurship to examine how actors engage with micro-level strategic actions to change or transform institutional structures. I examine the interplay among institutional entrepreneur, institutional strategy, and the embedded environment for highlighting the importance of embeddedness. In this project, I develop an integrative framework, constituted by two dimensions – degree of institutionalization and actor’s position within the field. Empirically, on the basis of the spirit of naturalistic inquiry, I will use comparative case study of four cases – HTC, TSMC, AUO, and Acer, to shed light on institutional change process.
