本研究探討策略行動者如何帶動制度邏輯的改變，其中特別聚焦在行動者執行制度工作的理論視角。基於提問「如何」的解釋性研究問題，本文使用單一個案研究，以紮根的質性研究過程，探討台灣工研院如何在鑲嵌於製造代工邏輯的產業環境中，推動服務創新成為一個新制度邏輯的歷程。本研究發現辨識出三種不同型態的制度工作，首先是行動者透過定義問題、設定發展議題與調整組織定位等的定位工作，努力縮短現狀與理想未來的差距；其次是透過連結專業社群、前瞻未來與設計系統藍圖等的專業工作，增加本身管理新制度邏輯的可信度與影響力；最後，透過說故事、比喻與教育等的論述工作，談論關乎新制度邏輯的相關主題，透過說服的力量爭取社會大眾的認同與追隨。

We draw on the concept of institutional work to explore how strategic actors change institutional logics. Concerned with the “how” question, we adopt an in-depth case study to examine ITRI, a Taiwan-based statutory agency, which has successfully promoted the new institutional logics of service innovation. We identify three types of institutional work. The first is identity work in which ITRI engaged in defining the problem, developing an agenda, and restructuring organization positions. The second is professional work in which ITRI networked with professional communities, promoted foresights, and cultivated blueprints. The third type of institutional work is discourse work in which ITRI developed motivating stories, tropes, and pedagogies to promote service innovation.

制度工作; 制度邏輯; 服務創新; 個案研究; 工研院

institutional work; institutional logics; service innovation; case study; ITRI