Details of Research Outputs

This paper examines how an old organizational form interacts with a new one in order to maintain its status and legitimacy during the process of change in institutional logics, focusing on how SOEs interact with other three market-based organizational forms to maintain legitimacy and status during the institutional change from a state logic to a market logic in China. Draw on the institutional logic and organizational identity literature, we try to unpack a dual mechanism. On one hand, SOEs crowd out market-based organizational forms with a conflicting core identity to slow down the institutional change process. On the other hand, three market-based organizational forms not only stimulate SOEs to reconstruct its identity space to improve efficiency, but also provide elements and cognitive templates from market logic to enhance SOE survival. We also examine several contingencies of the above relationships. Using a panel dataset on manufacturing firms in China from 1998-2005, we largely find results supporting our hypotheses.