Between survival and strategy: organizational actorhood and institutional reproduction in Turkish foundation universities
通过分析29份战略规划，研究土耳其基金会大学如何在强监管与市场化并存的体系中构建组织行动者性，发现多数大学仅复制需求吸收型身份，创新与国际化多流于仪式化，仅少数在特定领域实现差异化。
This study explores how Turkish foundation universities construct their organizational actorhood within a higher education (HE) system that combines strong regulatory control with increasing market orientation. Drawing on document analysis of 29 current strategic plans, the study integrates three complementary theoretical perspectives of governmentality, organizationality, and resilient actorhood to conceptualize varying degrees of organizational actorhood. The findings indicate that most institutions reproduce a demand-absorbing identity, emphasizing teaching and market responsiveness over research or societal engagement. While strategic plans frequently express ambitions for innovation and internationalization, these remain largely ceremonial, lacking concrete mechanisms, resource allocation, and measurable outcomes. Only a small number of universities exhibit mission-oriented differentiation, particularly in health, aviation, and engineering-related fields. The analysis reveals a structural dual dependency on state regulation and market pressures, which constrains institutional autonomy and reduces organizational diversity. The paper concludes by proposing an analytical typology of three ideal types of organizational actorhood (ceremonial, instrumental, and strategic) for understanding limited differentiation in hybrid systems.