劣勢者的優勢連結：由資源交換重塑社會地位

The Weakness' Strong Tie: Reshaping Social Position by Exchanging Resources

10.6160/SYSMR.202106_29(2).0002

歐素華(Su-Hua Ou)

社會地位 ； 社會網絡 ； 資源交換 ； 社會價值 ； 機會辨識 ； Social Position ； Social Network ； Resource Exchange ； Social Value ； Opportunity Recognition

中山管理評論

29卷2期（2021 / 06 / 01）

245 - 283

繁體中文

企業必須跳脫劣勢情境，才能有效取用優勢資源，進而改變社會地位。過去社會網絡理論提出強弱連結差異，強連結可以降低交易成本，弱連結常是創新與異質資源來源；不過卻少討論社會網絡中的地位優劣差異，劣勢地位者如何取得優勢連結，進而取用資源，成為本研究重點。本文調查台灣知名夜市如何謀取優勢資源以改變社會地位。貢獻一，由社會場域辨識優勢者的隱憂，以建構連結契機。貢獻二，由劣勢資源的社會價值，交換優勢資源的經濟價值，並由多次交換建構社群網絡。貢獻三，由外部地位進化推動內部結構演化，以改變劣勢者的核心價值。實務貢獻言，本研究提醒組織應學會換位思考以辨識機會；換價得利以取用優勢資源；換取新機以創新資源價值。

Organizations have to leverage advantageous resources to break through the inferior situations and reshape social positions. Social network theory suggests organizations to have strong tie to reduce transaction cost, or to have weak ties to get heterogeneous resources. However, the inferior social position in the network becomes a missing link for social network theories. How the weak actor builds the social ties and leverages advantageous resources needs more discussion. This study investigates a well-known night market in Taiwan and learns how it transforms its social position strategically. There are three main theoretical contributions. First of all, this paper emphasizes the importance of opportunity recognition to build link with the strong actors by detecting the weakness of the strong. Secondly, this paper suggests players who posited at inferior situations have to redefine its resources’ social value to exchange for advantageous resources. Also, by multiple resource exchange process, organization could turn the weak ties into strong ties with particular social club. Thirdly, this paper highlights the importance of social reposition to explore more opportunities. By upgrading the social positions, organizations also experience internal transformation for more advantageous resources. Practically, this article suggests organizations to recognize opportunities by repositioning itself at the advantageous situations and redefining resource values for exchange. By upgrading its social positions, organizations may explore more opportunities for more advantageous resources.

1. 蕭瑞麟, R. L.,歐素華, S. H.,蘇筠, Y.(2017)。逆強論：隨創式的資源建構樣貌。台大管理論叢，27(4)，1-32。
   連結：
2. Ahuja, G.(2000).Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study.Administrative Science Quarterly,45(3),425-455.
3. Ahuja, G.,Lampert, C.(2001).Entrepreneurship in the Large Corporation: A Longitudinal Study of How Established Firms Create Breakthrough Inventions.Academy of Management Review,22(6-7),521-543.
4. Alvarez, S. A.,Young, S. L.,Woolley, J. L.(2015).Opportunities and Institutions: A Co-creation Story of the King Crab Industry.Journal of Business Venturing,30(1),95-112.
5. Barney, J. B.(1991).Firm Resources and Sustained Competitive Advantage.Journal of Management,17(1),99-120.
6. Bechky, B. A.,Okhuysen, G. A.(2011).Expecting the Unexpected? How SWAT Officers and Film Crews Handles Surprises.Academy of Management Journal,54(2),239-261.
7. Borgatti, S. P.,Foster, P. C.(2003).The Network Paradigm in Organizational Research: A Review and Typology.Journal of Management,29(6),991-1013.
8. Borgatti, S. P.,Mehra, A.,Brass, D. J.,Labianca, G.(2009).Network Analysis in the Social Sciences.Science,323(5916),892-895.
9. Brannen, M. Y.(2004).When Mickey Loses Face: Recontextualization, Semantic Fit, and the Semiotics of Foreignness.Academy of Management Review,29(4),593-616.
10. Burt, R. S.(2005).Brokerage and Closure: An Introduction to Social Capital.New York:Oxford University Press.
11. Burt, R. S.(1992).Structural Holes: The Social Structure of Competition.Cambridge, MA:Harvard University Press.
12. Chesbrough, H. W.(2003).The Era of Open Innovation.Sloan Management Review,44(3),35-41.
13. Dacin, M. T.,Munir, K.,Tracey, P.(2010).Formal Dining at Cambridge Colleges: Linking Ritual Performance and Institutional Maintenance.Academy of Management Journal,53(6),1393-1418.
14. Delmestri, G.,Greenwood, R.(2016).How Cinderella Became a Queen: Theorizing Radical Status Change.Administrative Science Quarterly,61(4),507-550.
15. Drucker, P. F.(1985).Innovation and Entrepreneurship Practices and Principles.New York:Harper & Row.
16. Ei, S.,Arie, Y. L.(2017).A Resource Dependence Perspective on Low-Power Actors Shaping Their Regulatory Environment: The Case of Honda.Organization Studies,38(8),1039-1058.
17. Eisenhardt, K. M.,Schoonhoven, C. B.(1996).Resource-Based View of Strategic Alliance Formation: Strategic and Social Effects in Entrepreneurial Firms.Organization Science,7(2),136-150.
18. Granovetter, M. S.(1973).The Strength of Weak Ties.American Journal of Sociology,78(6),1360-1380.
19. Hanneman, R. A.,Riddle, M.(2005).Introduction to Social Network Methods.Riverside, CA:University of California, Riverside.
20. Hargadon, A.,Sutton, R. I.(1997).Technology Brokering and Innovation in a Product Development Firm.Administrative Science Quarterly,42(4),716-749.
21. Lin, N.(Ed.),Cook, K. S.(Ed.),Burt, R.(Ed.)(2001).Social Capital: Theory and Research.New York:Aldine de Gruyter.
22. Nohria, N.(Ed.),Eccles, R. G.(Ed.)(1992).Networks and Organizations.Boston, MA:Harvard Business School Press.
23. Penrose, E.(2009).The Theory of the Growth of the Firm.New York:Oxford University Press.
24. Podolny, J. M.(1994).Market Uncertainty and the Social Character of Economic Exchange.Administrative Science Quarterly,39(3),458-483.
25. Shane, S.(2000).Prior Knowledge and the Discovery of Entrepreneurial Opportunities.Organization Science,11(4),448-469.
26. Siegel, D. S.,Renko, M.(2012).The Role of Market and Technological Knowledge in Recognizing Entrepreneurial Opportunities.Management Decision,50(5),797-816.
27. van de Vrande, V.,de Jong, J. P. J.,Vanhaverbeke, W.,de Rochemont, M.(2009).Open Innovation in SMEs: Trends, Motives and Management Challenges.Technovation,29(6-7),423-437.
28. Waldron, T. L.,Fisher, G.(2015).Social Entrepreneurs’ Rhetorical Strategies.Proceedings of the Academy of Management,Briarcliff NY:
29. Waldron, T. L.,Fisher, G.,Navis, C.(2015).Institutional Entrepreneurs' Social Mobility in Organizational Fields.Journal of Business Venturing,30(1),131-149.
30. Wright, A. L.,Zammuto, R. F.(2013).Creating Opportunities for Institutional Entrepreneurship: The Colonel and the Cup in English County Cricket.Journal of Business Venturing,28(1),51-68.
31. Yin, R. K.(1994).Case Study Research: Design and Methods.Thousand Oaks, CA:Sage.

1. 吳昆宗,王信文(2023)。社會資本與百年家族企業突破困境－以新和春漬物醬油工廠為例。文化創意產業研究學報，13(1)，71-80。