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.

本文延伸了制度邏輯觀點的研究，透過實證分析，針對過去較少被探討的宗教邏輯與家族邏輯，有進一步探討。本文主要討論在高度制度規範的產業環境中，不同制度邏輯的組織，如家族控制的私立大學之家族邏輯，與宗教支持的私立大學之宗教邏輯，其獲取資源時行為之異同對於績效的影響；同時，本文延伸網絡理論，對於組織關鍵角色，如董事長、董事會、校長的社會資本對學校外部合作績效影響之論述，進一步瞭解組織的制度邏輯如何隱含於組織領導人選任與董事會組成，進而透過領導人與董事會的社會資本影響產學合作績效。 從市場觀點，高等教育是一個非完全競爭市場，價格機制並不能充分發揮，教育所有權（國家、私人）、教育經營權（校長、董事會）與教育對象（受教者）之間，並非僅是單純線性的交易交換關係，而是夾雜著政策調節、資源配置，甚至政治力介入等類似計畫市場的作為。對於私立大學而言，積極推動產學合作的行為或政策，除了符合社會正當性 (legitimacy) 需求，也是導入外部社會資源、活化校內財政收入與運用的重要方式。然而，面對制度性的政策推動，產學合作關係的開發通常是在資源不確定且陌生的情況下，各私立大學將運用其社會資本、聲譽與社會地位之差異性，選擇合作夥伴或創造新合作關係；另一方面，學校領導人與董事會為私立大學對外連結的重要角色，因此領導人的選任與董事會的組成，不但影響內部的權力與資源依賴關係，也關係著私立大學發展外部連結的可能機會與成效。換言之，私立大學如何在符合社會正當性的制度環境下，根據組織本身的家族邏輯或宗教邏輯，透過不同關鍵位置的社會資本之人事安排，發展產學合作策略作為，進而產生差異化績效表現，為本文對政策與管理的重要貢獻，本文之結果可供作為後續政策思考之參考基礎。

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