本文主要是基於對礦務局組織變遷的研究興趣，以「個案研究」、「文獻探討」的方式來進行研究，針對礦務局組織個案相關文獻及制度理論有關之論文、期刊、文章之檢視，俾說明本文以制度理論為組織分析之主要理論基礎，並針對制度理論作一主要相關概念的探討。 主要以三個概念來探討：「礦務局制度化的探討」、「制度環境壓力與礦務局正當性危機」及「礦務局對制度環境之回應」，藉由制度環境來瞭解組織制度化之原因，並就當時組織間互動來探討組織正當性來源，俾利在當時情境下，對組織制度化有一動態認識。隨著時間的演變，礦務局組織因配合行政革新而漸自我調適，然該局在二波制度環境壓力下，漸喪失合法化，而瀕臨危機；第一波為精省改隸，第二波為政府改造之人力評鑑衝擊。 礦務局面對制度環境壓力其回應方式有下：首先該局因組織制度化之過程頻遭行政院及立法院質疑，組織法條例草案無法順利通過，因礦務局組織法之立法推動仍有賴行政院及立法院之支持，故對於組織制度化遭停擺部分，採順服策略；另針對行政院之人力評鑑結論因嚴重影響業務之推動，是以該局對於此行政命令採抗拒策略，向行政院人事行政局提起申復；為申復行政院之人力評鑑，加強與其業務相關之機關（內政部消防署及勞委會）互動，利用組織間關係的建立，俾爭取共識，以說服行政院之評鑑結論修改；最後以行政院組織法修正案中其隸屬於環境資源部之一級機關作為其組織正當性來源，俾以建立合法化之依據。 對礦務局組織個案輔以制度理論之詮釋對個案有更深入瞭解，期在環境與組織及組織間之互動探討下，掌握組織動態過程，有別於一般理性組織分析，對於個案組織會有不同發現進而提出研究建議。

京都大学 / 0048 / 新制・課程博士 / 博士(経済学) / 甲第20146号 / 経博第544号 / 新制||経||281(附属図書館) / 京都大学大学院経済学研究科経済学専攻 / (主査)教授 椙山 泰生, 教授 武石 彰, 准教授 WANG,Yingyan / 学位規則第4条第1項該当 / Doctor of Economics / Kyoto University / DFAM

寫作這篇論文的動機，是為了探討哲學家George Dickie的藝術制度理論(Dickie’s institutional theory of art)。在第一章中，回顧哲學家Arthur Danto與Morris Weitz的反本質主義(anti-essentialism)，及其如何影響Dickie藝術制度理論的發展，以及研究制度理論的重要性；第二章中，說明Dickie的藝術制度理論內容，並以實際的作品為例子講述藝術制度理論的應用；第三章至第四章中，整理反對藝術制度理論的數個哲學家(Jeffery Wieand, Robert Stecker, Stephen Davis, Richard Wollheim, Noël Carroll)的重要論點，並為Dickie的藝術制度理論辯護。最後第五章為結論，提出「藝術眼鏡」此一觀點用以修正藝術制度理論。 / The purpose of this paper is to investigate George Dickie’s institutional theory of art. I will first discuss Arthur Danto and Morris Weitz’s anti-essentialism, which is the groundwork for Dickie’s institutional theory of art. I will then discuss Dickie’s institutional theory of art, which has been developed as two versions. Both versions have been widely criticized. Stephen Davis argues that art created outside any institution seems possible, although Dickie’s institutional theory of art rules it out. Noël Carroll argues that Dickie’s definition of art is circular, and his institutional theory of art fails to distinguish art institutions from other social institutions. Jeffery Wieand argues that Dickie’s perceptually indistinguishable objects argument fails to show that his institutional theory of art is tenable. In this paper, I will argue that Dickie’s theory can be modified as “the glass theory of art.” If this is true, then these criticisms fail to undermine Dickie’s theory, and Dickie’s theory is still powerful.

有關中國轉型的研究，在九○年代與兩千年後，由於聚焦於不同的社會層面，產生了研究上的鴻溝。原有的各項轉型制度理論，無法對現實社會問題，提供研究的指導與洞察，因此造成近年社會分析的理論貧乏問題。本文乃嘗試以制度為主線，捻出「制度同化」與「制度相依」兩項觀點，有系統的整理、爬梳現有各項轉型理論文獻，試圖連綴「轉型歷程」、「經濟成就」與「社會失衡」間的相互關係。本文希望藉此文獻功夫，幫助銜接「既有的理論架構」與「演進中的社會實踐」，使得彼此滋潤、相互激發，不斷開展出中國社會研究的源頭活水。 / The study of China’s market transition falls into two distinct periods: in the earlier phase, China’s phenomenal economic success is the subject and many institutional accounts has been proposed while in following years , China’s rising economic disparities attracts all the attention and little effort has been devoted to the business of theory-building. As a result, today’s social analyses in China have hardly ever been theory-informed. Given this situation, this paper seeks to review existing theoretical literature with special reference to institutional changes and hopefully bridge the gap between institutional theory and Chinese practices.

1985年開始，台糖公司在不與民爭利的原則下拓展蝴蝶蘭事業的發展，延續台灣社會對於蝴蝶蘭的喜好與優勢，進行花卉產業之商業化；產業的萌生源於隸屬於國營事業體制下的正式化組織，基於組織中制度企業家之社會技能動員組織中的成員且策動策略變革，而讓組織固有的制度優勢得以發揮，也克服了體制僵化的瓶頸，而成就了蝴蝶蘭產業於台灣甚至在世界的發展。 本研究透過田野調查以及非線性之質化比較方法，試圖分析台糖開創蝴蝶蘭產業組織新制度的建構模式。研究時間點的劃分，主要以1985年蝴蝶蘭產業小型試種至2001年組織邁入新紀元為止。事實上，在制度環境的架構上，台糖公司發展新興產業的抉擇，隨時間而有階段性的選擇，凸顯了新制度理論在制度環境變遷上歷史性之偶然的觀點(Mizruchi et al. 2006)。事實上，台糖公司落實蝴蝶蘭產業之發展並使之商業化，必須透過三個面向予以說明，首先，制度環境上，組織透過鬆散式結合之運作邏輯化解正式化組織過於僵化的運作模式，並藉此運用正式化組織之資源，結合組織內外之正向的制度環境，發展領先的蝴蝶蘭經營與栽培能力。另外，能夠如此地善用組織資源與變革制度環境，關鍵在於推展產業時，組織任用具有社會技能的制度企業家，不僅聯繫組織內外之菁英，也創造了獨特的經營模式。最後，制度能夠逐漸形成，必須觀察個體行動對於制度環境日常生活實踐的情形，台糖公司在產業開創之時，因其農業企業公司之特質具備優異的農業知識，又基於台灣民間蝴蝶蘭知識資源深厚，經由非正式的接觸，創造了蝴蝶蘭知識，也透過互動的模式擴散知識的分享。 / Taiwan Sugar Company developed an Orchid industry in 1985. It turns flower planting into business in order to continue the advantage in Taiwan. The industry originated from State-owned enterprises, which is the formal way of organization. The organization succeeded in developing orchid industry in the world. It helps that there are entrepreneurs who have the social skills to mobilize members and alter strategies in the organization; therefore, the organization can expand these useful institutions and resolve the institutional myth. The study used field research and qualitative comparative analysis to analyze the structural model of the organizational institution when Taiwan Sugar Company initiated orchid industry from 1985 to 2001. In fact, choosing the produce for this developing industry depends on different stages. It appears that the viewpoint of new institutional theory is that institutional transformation is historically contingent (Mizruchi et al. 2006). Actually, there are three levels that Taiwan Sugar Company uses to develop orchid industry and turn flower planting into business. First, the organization is loosely coupled with formal organization in order to resolve inconsistencies. Moreover, it uses the resources of formal organization and links institutional environment. There was positive feedback about becoming a pioneer in managing and planting in the orchid industry. Second, because there are entrepreneurs who have social skills, the organization can use the advantage of resources and institutional environment. It not only connects the people who own high capability in orchid, but also creates special business model. Finally, the study surveys individual action in the institutional environment, in order to research and understand how to form an institution. When Taiwan Sugar Company created the orchid industry, it was a state-owned enterprise and had rich knowledge in agriculture; in addition, there is rich knowledge about orchids in Taiwanese society. From interaction between the members in the organization and farmers in society, it has created knowledge in orchids and diffused the knowledge in the field.