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1 ChineseJournalofManagement Vol.8No.2 Feb.2011 ( ) : 7 :1 ;2 2 ;3 ;4 : ; ; ; ; ; :C93 :A : X(2011) TheRelationshipbetweentheSuccessorFailureoftheStrategicAction andit sprocessarrangement:alegitimacyperspective LIYugang ZHANG Teng (EastChinaUniversityofScienceandTechnologyShanghaiChina) Abstract:Fromalegitimacyperspectivethispaperexaminestherelationshipbetweenthesuccess orfailureofastrategicactionandit sprocessarrangementbasedontheanalysisofsevencases.we findthat:(i)ifastrategicactionisilegitimateatthebeginningorbecomesilegitimatewiththepolicy changesduringtheprocessoftheimplementationofthestrategytheprocessarrangementinfluences theresultsofthestrategy;(i)boththehorizontaldisassemblyandverticaldisassemblyimprovelegiti macyor(and)changethetypeoflegitimacydemandbuttheefectsarediferent;(i)fortheprivate firmsthehorizontaldisassemblymaybemoreappropriatetoreducetherisk;(iv)forthestate owned firmsthehorizontaldisassemblycanreducethelegitimacyriskbutitisentirelypossibletoreducethe sizeoftheprojectbuttheverticaldisassemblymayresultinatie upofthefirm withthegovernment agencywhoistosupportthestrategicaction.thispaperalsoputforwardsomeadvicesformanage ment. Keywords:successorfailureofstrategicactions;actionprocesses;legitimacy;horizontaldisas sembly;verticaldisassembly;ownershiptypes 2004 ; : : (09YJA630037) 195

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11 Structure[M]//MARCH JG.HandbookofOrgani 2 zations.chicago:rand McNaly1965:140~ [6]ALDRICH H EFIOLC M.FoolsRushin:TheIn stitutionalcontextofindustrycreation[j].academy ofmanagementreview199419(4):645~670. [7]BAUMJACOLIVER C.Institutional Linkages 4 andorganizationalmortality[j].administrativesci encequarterly199136(2):187~ [8]OLIVERC. Strategic Responses to Institutional Processes[J]. Academy of Management Review ; (1):145~179. [9]ZIMMERMAN M AZEITZ GJ.BeyondSurvival: : AchiveingNew VentureGrowthbyBuildingLegiti macy[j].academyof ManagementReview (3):414~431. [10]RUTHERFORD M WBULLER P F.Searching forthelegitimacy Threshold[J].Journalof Man agementinquiry200716(1):78~92. [11]MEYERJWROWANB.InstitutionalizedOrgani zations:formalstructureas Mythand Ceremony [J]AmericanJournalofSociology197783(2): 340~363. [12]PFEFFERJSALANCIK G R.TheExternalCon troloforganizations:a ResourceDependencePer spective[m].new York:HarperandRow1978. [13]DIMAGGIOPJ.InterestandAgencyinInstitution ; altheory[c]//zucker L G.InstitutionalPat ternsandorganizations:cultureandenvironment. CambridgeMA:Balinger1988:3~21. [14]HILLMAN AJHITT M A.Corporate Political StrategyFormulation:A ModelofApproachPartici pationandstrategydecisions[j].academyofman agementreview199924(4):825~842. [1]KERIN R AVARADARAJAN P RPETERSON R.First MoverAdvantage:A SynthesisConceptual FrameworkandResearchPropositions[J].Journalof Marketing199256(3):33~52. [2]LIEBERMAN M BMONTGOMERY D B.First Mover(Dis)Advantages:RetrospectiveandLinkwith theresource BasedView[J].Strategic Management Journal199819(12):1111~1125. [3]. [M]. : [4]DROEGE SJOHNSON N B.Broken Rulesand ConstrainedConfusion:Towarda Theoryof Meso Institutions[J].Managementand Organization Re view20073(1):81~104. [5]STINCHCOMBE A L. Organizations and Social [15]. [J]. 2003(12):98~106. [16]. [J]. 2005(7):94~105. [17]. [J]. 2009(8):57~65. [18]LIDFENGJJIANG H.InstitutionalEntrepre neurs[j].american Economic Review (2):358~362. [19]. : [J]. 2009(8):175~179. ( ) : (1964~) ( ) E mail:yugangl@ecust.edu.cn 205

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