組織環境の脱制度化プロセスと組織間コンフリクト : タクシー運賃規制緩和を事例として

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  • INTERORGANIZATIONAL CONFLICT AND DEINSTITUTIONALIZATION PROCESS IN ORGANIZATIONAL ENVIRONMENT : FARE DEREGULATION IN JAPANESE TAXI INDUSTRY
  • ソシキ カンキョウ ノ ダツセイドカ プロセス ト ソシキ カン コンフリクト : タクシー ウンチン キセイ カンワ オ ジレイ ト シテ

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The purpose of this article is to develop a framework explaining how organizational actors manipulate institutional rules, cause deinstitutionalization, and accomplish institutional change in their organizational environment. Institutional theorists, in their studies of organization-environment relations, have focused on passive features of organizational activities accepting expectations and requirements from institutional environment, and have tended to overlook the role of active agency. Organizational actors, however, are able to exert active agency to manipulate institutional rules diffused in their environment. Such agencies may be most likely to be observed in which organizational actors attempt to decline institutional rules, that is, deinstitutionalization, and in which they intend to change the institutional environment by their efforts to diffuse, legitimate, and institutionalize the alternative symbolic elements in the organizational field. But organizational actors challenging to decline institutional rule will conflict with other organizational actors that have interests for its status quo. Therefore, author argues that whether organizational actors achieve deinstitutionalization and institutional change in their environment or not depends on the process of the interorganizational conflict about the institutional rule for their interests and its legitimacy. In this article, the processes of deinstitutionalization and institutional change in organizational environment are explained as unfolding in three stages: "recognition of irrationality" to one institutional rule in organizational level, "conflict of interest", and "symbolic conflict" about the institutional rule among organizational actors in the field. Author applies the framework to analyze the interorganizational conflict, from 1970s to 1993, about uniform taxi fare regulation ("one district, one fare principle") enforced by Ministry of Transport in Japan, and demonstrates the process that taxi fare deregulation was caused by the set of organizational actors attempting to deinstitutionalize the regulation in order to change their institutional environment.

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