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The industry-wide adoption of a novel practice is often considered to be an institutional change. Although research on institutionalization has been accumulating, how and why embedded actors in the field become motivated to embrace change that remains sidelined. Viewing the introduction of a new human resource management practice, the recruitment of non-compulsory certified manpower, which is still in its infancy in the service sector of Taiwan, as a new institution, the purpose of this paper is to identify the distinct motives behind firms’ hiring decisions, and examine the extent to which such hiring decisions are contingent on institutional conditions and firm attributes.

The data used to test the hypotheses were drawn from a survey on service firms in Taiwan in the second half of 2011. Hypotheses were examined through moderated hierarchical regression analyses in a sample of 254 Taiwanese service firms across major sectors.

Integrating the resource dependency and social contagion views, the study contends that resource scarcity drives, or legitimacy enables, service firms to deviate from traditional hiring patterns and instead adopt new preferences toward certified manpower. The study not only shows that social factors should be incorporated into the diffusion of a new HR recruitment practice in the service sector, which is traditionally based upon economic considerations, but also sheds light on the context-dependent nature of the process of institutional innovation.

This study is an attempt not only to test a dual-theoretical model on the extent to which a service firm’s new hiring pattern is influenced by two distinct types of motivation, but also to evidence how an institutional innovation, in terms of the regime of service manpower certification, takes root and spreads in the field. The managerially discretional account of the resource dependence theory needs to be reconciled with social contagion theory, which highlights the influence of collective actions and so provides a better understanding of the diffusion of new HR recruitment practices in the service industry.

In response to the tilted emphasis on the corporate political activities and to the recent call for including the institutional perspective in the research of the MNE’s governmental relations (MGRs), this study aims to, departing from resource dependence theory, introduce the legitimacy formation as a bridging mechanism to MGRs to holistically examine the behavioral types of antecedents of MGRs in contingency with three critical contextual influences.

This study purposely chose a Taiwanese globalized logistic corporation that we have been acquainted with as the entry for collecting data. The study started the survey with the seven foreign subsidiaries of this logistic corporation and invited their customers through their personal referrals to join this survey. Following the snowball sampling, remarks were added in the questionnaire to request respondents’ assistance in inviting TMT members of different MNE subsidiaries in their personal networks to join the survey.

The findings from analyzing a survey data set of 155 MNE subsidiaries during 2016 show that the MNE’s economically-good behaviors are not so influential as Milton Friedman stated in 1962, and can only outperform socially-good and politically-good behaviors in shaping better MGRs under some specific contextual influences.

This study contributes to the international business literature by shedding new light on the sensitivity of behavioral antecedents of MGRs in contingency with contextual influences and provides managerial implications to MNE particularly when they expect to reduce external uncertainties or capturing opportunities by MGRs.

The purpose of this paper is to study the variance of post‐privatization performance outcomes by three institutional arrangements taken place in the process of ownership transfer in Taiwan.

The logistic regression models were used for the study to link the likelihood of performance improvements after privatization with a set of explanatory variables.

The findings from the research suggest an indispensable role of supportive policy measures, including market openness, post‐privatization involvement of government and corporate reforms prior to privatization, in the performance effects of privatization.

Both the sample size and time frame available for a quantitative analysis are constrained by the progress of Taiwan's privatization. A questionnaire survey, as part of a more integrated model, is suggested to follow this study and probe into organizational or strategic changes after privatization.

The study shows that performance improvement of privatized firms cannot be taken for granted merely by ownership change; instead, the performance gains of privatization could be realized only in concert with other institutional arrangements, including market openness, the modest and short‐term bureaucratic control after privatization, and corporate health prior to privatization.

The study aims to add to the body of literature by identifying sources of performance changes in privatized firms, based on Taiwan's experience in privatization. Taiwan represents an interesting example of a country in the process of catching up in terms of economic development, as well as one whose institutional environment stands between western and transition countries. As such, the use of Taiwan's data may lead to an assessment of the generalizability of conclusions drawn from prior research conducted in both kinds of countries.

To heed the calls for more inquiries into the tacit behavior in the partnering process and the latent rules underpinning the success of partnerships, the purpose of this paper is to develop a process model that explains when and how partner fit triggers the generation of trust through the sense making of fairness and similarity, and then yields performance by overcoming uncertainties jeopardizing the collaboration.

To develop a comprehensive but parsimonious model for international partnership, the study involves observing and interpreting the accounts of project managers, which suggest the use of an exploratory approach based on case studies. The research setting is six cross-country partnerships operating in East Asian countries during 2005-2009 with each joint project involving Taiwanese construction companies and at least one local partner.

The evidence shows that inter-partner trust conduces to project performance by reducing the threat of behavioral and environmental uncertainty. The findings confirm the general thesis that the performance implication of inter-partner trust is not uniform but contingent on both the types of trust and the uncertainty in the partnering process.

Although not the first in the literature of collaborative dynamics, the paper contributes to identifying the latent constructs in the partnering process and highlighting the context-dependent nature of a successful partnership.

The purpose of this paper is to evaluate the technical efficiency and productivity changes in the integrated steel plants in India over a period of five years.

Since this evaluation of integrated steel plants needs consideration of multiple input and output factors, data envelopment analysis (DEA) has been employed including bootstrapping (to account for statistical noise) to evaluate the relative efficiency of the steel manufacturing units. The efficiency and Malmquist productivity indices of a sample of ten integrated steel plants producing around 55 percent of the industry’s output were determined for the period 2008-2013. The results of these changes were further categorized according to the management control, route followed to produce crude steel, size and age of these steel plants, for gaining insights.

The study finds that private sector steel plants with larger capacity and which have adopted the latest and most modern technologies are more efficient and productive over the study period.

Public sector steel plants should therefore be provided with more autonomy and delegation of power and should be agiler in responding to market requirements as well as increasing their installed capacities to be competitive in technical efficiency and productivity as well as profitability in the long term to ensure sustainable achievements.

Productivity changes over time, both with respect to technological and efficiency changes, for the Indian integrated steel plants producing comparable products using DEA.

Using interpersonal relationship development as a metaphor for team process, the purpose of this paper is to explore critical psychological mechanisms transforming team inputs into successful work outcomes, at the individual level.

The participants in this study were full-time employees in Taiwan. The authors employed a two-phase design to examine the developmental aspect of, and the enhancer for the team process. Paper-based questionnaires were used to collect data. All the research constructs were assessed at the individual level, thus analysis was conducted at the same level.

The results from 338 Taiwanese employees revealed that perceived psychological similarity (i.e. value and attitudinal congruence, a team input) led to favorable work outcomes (i.e. job satisfaction and team performance) through the linking mechanism of team cohesion. Furthermore, team members’ trait emotional intelligence (EI) amplified the positive relationship between psychological similarity and team cohesion.

First, managers should purposefully assemble employees with similar values and interests to work together, giving the team a good start with the like minds. Second, the results indicated that trait EI as a key personal resource enhances the positive relationship between psychological similarity and team cohesion. Workplace learning interventions should be implemented to improve employees’ emotion management skills.

Adopting the interpersonal relationship development perspective to study team process, the findings have confirmed the important roles of perceived psychological similarity among members and individual’s EI for team functioning. The authors’ endeavor has demonstrated the value of solid theoretical basis and the benefit of an individual-level analysis in delineating the mediating processes that explain why certain inputs affect team effectiveness and viability.