| The organizational adaptation challenges faced by doctoral graduates from research universities joining local colleges and universities are significantly influenced by platform conditions, institutional culture, and the academic habitus of young faculty members across various levels of universities. This study, grounded in the theory of person-organization fit and Bourdieu's practice theory, reveals through qualitative research on young faculty members in local universities that conflicts arise between these doctoral graduates and local universities regarding binary values such as the emphasis on teaching versus research, center versus periphery, and freedom versus practicality. These conflicts lead to mismatches in organizational culture and goals, as well as demand and supply. To gain a competitive edge in the pursuit of legitimate capital, doctoral graduates from research universities fully utilize or invest in academic and social capital within local university environments that prioritize social relationship networks. Based on the total amount of capital and internal structural differences, they ultimately form four organizational adaptation strategies: transcendence, persistence, pragmaticism, and floating. In light of these findings, it is recommended that local colleges and universities develop tailored guidance and support programs for young faculty members based on their specific institutional positioning. Additionally, it is essential to foster a fair and open ecological environment by decentralizing social relationship networks. Furthermore, doctoral graduates from research universities should be encouraged to adopt a proactive attitude and actively engage with local social relationship networks. |
