The Relationships Among Organizational Legitimacy,Organizational Learning, and Organizational Isomorphism-An Integrated Perspective From Institutional Theory

• Main Authors: Chen, Huei-Fang, 陳惠芳
• Other Authors: S. C. Hsu
• Format: Others
• Language: zh-TW
• Published: 1998
• Online Access: http://ndltd.ncl.edu.tw/handle/10904346853363674115

博士 === 國立臺灣大學 === 商學研究所 === 86 === Dissertation AbstractGraduate Institute of Business AdministrationNational Tai wan UniversityName : Huei-Fang Chen(Ms.) Date : June, 1998Advi sors : Professor S. C. Hsu Professor K. L. HuangThe Relationships Amon g Organizational Legitimacy、Organizational Learning、and Organizational Isom orphism--An Integrated Perspective From Institutional Theory The latest de velopment of organizational theory had a tendency toward converging to institu tional theory. Through literature review、in-depth interview、and practical ex perience, this research built a theoretical model to explain the relationships among major subjects in institutional theory and organizational learning. The research framework hypothesize that under different construct of institutiona l environmental pressures, an organizational will have different organizationa l legitimacy orientation, and the organizational legitimacy will drive the org anization to adapt a variety of organizational learning types to engage in iso morphic change. Under this model, the major constructs of institutional enviro nment included political、competitive、regulative、and normative. The two kind s of orientation of organizational legitimacy are performance legitimacy and a uthoritative legitimacy. In this study, we find three kinds of organizational learning being most popular in banking sector, that is adaptive、respondent、a nd grafting organizational learning. The organizational isomorphism are most f ound in practice and structure. The samples of this study are 710 branches of commercial banking in Taiwan. Many quantitative methods, including t-test、 MANOVA、cluster analysis、(2-analysis、correlation analysis、 and LISREL analy sis, are used to test the hypotheses of this research. The major findings o f this study are summarized as following: 1、To identify the constructs of major variables of institutional theory and organizational learning. 2、To verify the relationships among the pressures of institutional environment、org anizational legitimacy、organizational learning and organizational isomorphism . The relationships had not been mentioned in the previous literature. 3、T o testify that different kinds of organizational will trigger different types of organizational isomorphism and that different oriented organizational legit imacy will drive a variety of organizational learning. To find that the organi zational learning plays a significant role between organizational legitimacy a nd organizational isomorphism. To verify that competitive institutional pressu re had the most significant correlation with performance-oriented organization al legitimacy, and political and regulative pressures have more significant re lationship with authority-oriented organizational legitimacy. The major con tribution of this research is to combine institutional theory and organization al learning to explain an organizational phenomena in Taiwan''s commercial bank ing industry with quantitative methodology, using newly developed inventories of institutional theory and organizational learning variables. The research ha d brought some implications to management practice in banking industry.