發(fā)布時間：2018-04-21 17:17

  本文選題：協(xié)作性公共管理 + 邊界管理��； 參考：《上海交通大學》2012年博士論文

【摘要】：隨著信息和通訊技術(shù)的發(fā)展，當今社會逐步進入了網(wǎng)絡化時代，公民社會發(fā)展迅速，第三部門成長壯大，非盈利組織發(fā)揮越來越重要的作用，超越組織邊界的復雜性問題叢生，政府的管理模式從傳統(tǒng)的統(tǒng)治走向治理，社會治理的主體從以政府為主逐漸轉(zhuǎn)向公共、私人和非營利共同參與的合作治理模式。Qangos、網(wǎng)絡、伙伴關系在公共部門的公共服務供給中已成普遍的結(jié)構(gòu)形式和制度安排。公共管理人員逐漸發(fā)現(xiàn)，他們不是單獨地作為單一組織的領導，而是在通過相互協(xié)調(diào)和合作，與其他部門、團體與公民共同工作。管理方式和領導方式從傳統(tǒng)的命令——服從模式逐漸轉(zhuǎn)向談判——協(xié)商模式，組織形式從科層制逐漸轉(zhuǎn)向網(wǎng)絡化，管理范圍從傳統(tǒng)的單一組織內(nèi)事務轉(zhuǎn)向跨部門議題的處理，公共政策和公共議題的復雜性、跨域性、跨邊界性特征越來越突出，跨組織、跨邊界合作議題逐漸成為公共管理研究人員和實踐者的重點關注焦點，協(xié)作性公共管理模式應運而生。 論文采用文獻研究法、比較研究法和案例研究法等研究方法，將協(xié)作性公共管理模式作為研究對象，探討協(xié)作性公共管理模式興起的原因和背景，厘清協(xié)作性公共管理的概念及定位，評述協(xié)作性公共管理的核心內(nèi)容，包括價值理念、組織結(jié)構(gòu)、動態(tài)過程，并從行政思想史的高度評價反思協(xié)作性公共管理模式的創(chuàng)新與局限。整篇文章是按照協(xié)作性公共管理模式“是什么？”——“為什么？”——“如何做？”的思路和邏輯演進下來的。 協(xié)作性公共管理興起的原因復雜，主要有三個方面：（1）風險社會帶來的各種疑難問題；（2）信息與通信技術(shù)的發(fā)展；（3）新公共管理運動帶來的擁擠國家和機構(gòu)碎片化等弊端。組織交換理論、交易成本理論、資源依賴理論、網(wǎng)絡治理理論和府際管理理論從不同層面和角度為協(xié)作性公共管理模式的構(gòu)建提供了理論養(yǎng)分。 作為對傳統(tǒng)官僚體制和新公共管理運動的反思與修正，協(xié)作性公共管理是在治理理論的基礎上發(fā)展起來的，，解決邊界問題是其邏輯起點，合作理性是其理性基礎，創(chuàng)造和增進公共價值是其基本追求，協(xié)作型組織是其基本組織結(jié)構(gòu)。協(xié)作性公共管理強調(diào)橫向、縱向和跨部門三個維度上的協(xié)作，包括政府組織內(nèi)部的縱向協(xié)作，政府內(nèi)部以及不同部門之間的橫向協(xié)作，以及政府部門、私部門和第三部門及公民之間的跨部門跨組織協(xié)作。協(xié)作性公共管理在組織結(jié)構(gòu)、管理過程、領導方式、權(quán)力關系等方面與傳統(tǒng)官僚體制下的單組織安排都具有不同的特點。組織形態(tài)呈現(xiàn)網(wǎng)絡化，而不是科層制；管理過程強調(diào)談判、溝通、協(xié)議達成和沖突管理，而不是簡單的命令鏈條的執(zhí)行；領導方式強調(diào)催化型和變革型領導，而不僅僅是完成政治命令；權(quán)力關系強調(diào)平等的伙伴關系，而不是自上而下的從屬關系。相對于新公共管理理論，協(xié)作性公共管理是新公共管理的下一步。協(xié)作性公共管理強調(diào)合作與協(xié)作，而不是競爭和對顧客的回應；強調(diào)公共價值的創(chuàng)造與增進而不是對經(jīng)濟價值的單向追求；強調(diào)政府與企業(yè)、NGO和公民的互動，而不是政府單向的合同承包與民營化。協(xié)作性公共管理和協(xié)作治理，作為一種工具理性，享有共同的過程價值，比如透明性、問責性和信任，協(xié)作性公共管理是協(xié)作治理在操作層面上的延伸。協(xié)作性公共管理更加關注地方層次上的議題，而協(xié)作治理更加關注國家層次和國際層次上的議題；協(xié)作性公共管理更多關注組織層面上的組織相互依賴性，強調(diào)運作層面上的過程管理、政策工具的選擇，而協(xié)作治理更多強調(diào)公民參與和多中心治理主體；協(xié)作性公共管理過程中，公共部門在組織間協(xié)作網(wǎng)絡中處于核心地位；而協(xié)作治理過程中，政府機構(gòu)正在逐步失去其支配地位，逐漸成為網(wǎng)絡中相互依賴的參與者之一，與其他參與者的地位差別越來越小。 協(xié)作性公共管理模式具有資源共享、效率提升、服務協(xié)同和無縫隙化、參與方互惠互利等協(xié)作優(yōu)勢，同時也普遍存在協(xié)作惰性和協(xié)作悖論。公共服務中的協(xié)作安排的效果及協(xié)作性公共管理的能力受參與者個體因素、組織因素和社會因素等眾多因素影響。協(xié)作性公共管理模式效果到底如何在學界深受質(zhì)疑，協(xié)作性公共管理模式存在如下局限：創(chuàng)新性缺乏、組織沖突的協(xié)調(diào)難度加大、協(xié)作成本問題突出、協(xié)作面臨問責困境以及協(xié)作惰性和協(xié)作悖論的存在等。協(xié)作性公共管理模式對中國的多元化公共服務供給、大部制改革、跨區(qū)域公共事務、公務員制度改革等具有重要意義。
[Abstract]:With the development of information and communication technology, today's society has gradually entered the era of network, the civil society has developed rapidly, the third sector has grown, non-profit organizations play a more and more important role, surpass the complexity of the organizational boundaries, the government management mode from the traditional rule to governance, the main body of social governance is from the The government has gradually shifted to public, private and non-profit cooperative governance models.Qangos, networks, and partnerships have become common structural forms and institutional arrangements in public service supply. Public managers have gradually found that they are not alone as leaders of a single organization, but are coordinated by each other. And cooperation, working with other departments, groups and citizens. Management and leadership are gradually shifting from the traditional command to the model to negotiation - negotiation model, organizational form gradually turning from bureaucracy to network, management range from traditional single organization to cross sector issues, public policy and public The complexity, cross domain and cross boundary characteristics are becoming more and more prominent. Cross organization and cross boundary cooperation have gradually become the focus of public management researchers and practitioners, and collaborative public management model has emerged.
The paper adopts the methods of literature research, comparative research method and case study method. The cooperative public management model is taken as the research object, the reasons and background of the rise of cooperative public management model are discussed, the concept and orientation of cooperative public management are clarified, and the core content of cooperative public management is commented, including the value concept and organization. Structure, dynamic process, and rethink the innovation and limitation of the cooperative public management model from the high evaluation of the history of administrative thought. The whole article is based on the idea and logic of "what?" - "why?" - "how to do" in accordance with the cooperative public management model.
The reasons for the rise of collaborative public management are complex, mainly in three aspects: (1) various difficult problems brought by the risk society; (2) the development of information and communication technology; (3) the malpractice of the crowded country and mechanism brought by the new public management movement. Intergovernmental management theory provides theoretical nutrition for the construction of collaborative public management mode from different levels and angles.
As a reflection and correction of the traditional bureaucratic system and the movement of new public management, cooperative public management is developed on the basis of the theory of governance. The solution to the boundary problem is its logical starting point. Cooperative rationality is its rational basis. The creation and promotion of public value is its basic pursuit, cooperative organization is its basic organizational structure. Sexual public management emphasizes three dimensions of horizontal, vertical, and cross sectoral collaboration, including vertical collaboration within government organizations, horizontal collaboration within the government and between different departments, and interdepartmental collaboration between government departments, private sector and third departments and citizens. Collaborative public management in organizational structure, management process, The way of leadership and power relations have different characteristics from the single organization arrangement under the traditional bureaucratic system. The form of organization is networked rather than bureaucratic; the management process emphasizes negotiation, communication, agreement and conflict management, rather than a simple chain of commands; leadership emphasizes catalytic and transformational leadership. Rather than just completing political orders; power relations emphasize equal partnership rather than top-down affiliation. Relative to the new public management theory, collaborative public management is the next step in new public management. Collaborative public management emphasizes cooperation and collaboration rather than competition and response to customers; it emphasizes public value. The creation and promotion rather than the one-way pursuit of economic value; emphasis on the interaction between the government and the enterprise, the NGO and the citizens, not the unilateral contract and privatization of the government. Cooperative public management and cooperative governance, as a tool reason, enjoy the common process value, such as transparency, accountability and trust, and cooperative public management. Collaborative governance extends at the operational level. Collaborative public management pays more attention to issues on the local level, while collaborative governance pays more attention to issues on the national level and in the international level; collaborative public management pays more attention to organizational interdependence on the organizational level, emphasizes process management at the level of transportation, and the choice of policy tools. Cooperative governance emphasizes more on citizen participation and multi center governance; in the process of collaborative public management, the public sector is at the core of the inter organizational collaboration network. In the process of collaborative governance, the government is gradually losing its dominant position and gradually becoming one of the interdependent participants in the network and other participants. The difference in status is getting smaller and smaller.
Cooperative public management model has resources sharing, efficiency promotion, service synergy and seamless integration, participation and mutual benefit, and cooperation inertia and collaboration paradox. The effect of cooperation arrangement in public service and the ability of cooperative public management are subject to individual factors, organizational factors and social factors. The effect of the cooperative public management model is deeply questioned in the academic world. There are some limitations in the cooperative public management model: lack of innovation, the coordination difficulty of organizational conflict, the outstanding cooperation cost, the cooperation facing the dilemma of accountability and the existence of coordination inertia and cooperation paradox. The management mode is of great significance to China's diversified public service supply, the reform of the bulk system, the cross regional public affairs, and the reform of the civil service system.

【學位授予單位】：上海交通大學
【學位級別】：博士
【學位授予年份】：2012
【分類號】：D035

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本文編號：1783351