广西师范大学学报（哲学社会科学版） ›› 2024, Vol. 60 ›› Issue (1): 32-49.doi: 10.16088/j.issn.1001-6597.2024.01.004

• 治理现代化研究 • 上一篇    下一篇

“以弱协强”何以成功？——基于“程序—认知”框架的案例研究

徐国冲1, 夏瑜2, 刘岩松3   

  1. 1.厦门大学 公共事务学院,福建 厦门 361005;
    2.清华大学 公共管理学院,北京 100084;
    3.中国人民大学 公共管理学院,北京 100872
  • 收稿日期:2023-06-10 出版日期:2024-01-25 发布日期:2024-02-26
  • 作者简介:徐国冲(1983—),男,厦门大学公共事务学院、厦门大学政府绩效管理研究中心教授,博士生导师,研究方向:政府监管与绩效管理。
  • 基金资助:
    国家社科基金重大项目“绩效管理导向下的中国政府成本体系研究”(20&ZD115)

How Can the Model That “the Weak Collaborates with the Strong” Work Well? —A Case Study Based on the “Procedural-Cognitive” Framework

XU Guo-chong1, XIA Yu2, LIU Yan-song3   

  1. 1. School of Public Affairs,Xiamen University,Xiamen 361005;
    2. School of Public Policy & Management, Tsinghua University, Beijing 100084;
    3. School of Public Administration and Policy, Renmin University of China, Beijing 100084, China
  • Received:2023-06-10 Online:2024-01-25 Published:2024-02-26

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摘要： 新世纪是“新公共管理运动”迈向“合作治理”的时代,然而合作不是自动发生的。在强制型合作背景下,弱势能部门采取哪些策略建立内部合法性,推动强势能部门“真诚合作”,现有文献尚未给予足够重视并深入探究具体的实现策略。因此,整合合作治理研究中相对割裂的政治学和组织管理的两种路径,将程序和认知这两种独立的路径整合为理解内部合法性的两个不同层面,从而构建起弱势能部门建立内部合法性的“程序—认知”分析框架,进而以X市学校体育场地设施对外开放政策的跨部门合作作为典型个案,探讨弱势能部门推动强势能部门合作过程中获取内部合法性的策略。案例研究结果表明,纵向权威、社会需求可以为弱势能部门带来较强的外部合法性,而内部合法性的建设则需经历对话参与、协商谈判和承诺协议等三重程序阶段,同时伴随共享认识、理解信任和内生认同三重认知层面的层层生发才得以实现。在“以弱协强”这一约束性情境中奏效的策略,将在约束条件放松或其他支持性条件下获得更为广阔的施展空间。

关键词: 公共管理, 合作治理, 合法性, 程序—认知, 跨部门合作, 弱势能部门

Abstract: The new century witnesses the “New Public Management Movement” moving towards “cooperative governance”, but cooperation itself does not run automatically. In the context of mandatory cooperation, the strategies adopted by weak sectors to establish internal legitimacy and promote sincere cooperation with strong sectors have not drawn sufficient attention according to current literature, hence a need of an in-depth exploration of the specific implementation. Therefore, the article adopts the relatively fragmented paths of political science and organizational management in collaborative governance research, and integrates the two independent paths of program and cognition into two different levels of understanding internal legitimacy, thus constructing a “program-cognition” analysis framework for weak sectors to establish internal legitimacy; the article further takes the inter-departmental cooperation of school sports facilities’ opening to the public in X city as a typical case, with an aim to explore the strategies adopted by weak sectors to gain internal legitimacy in promoting cooperation with strong sectors. The results indicate that vertical authoritative and social needs can bring strong external legitimacy to weak sectors, while the construction of internal legitimacy requires three stages of procedures: dialogue and participation, negotiation and commitment agreements, accompanied by the development of three cognitive levels of shared understanding, understanding and trust, and internal identification. The strategies that work well in the constraint scenario of “the weak collaborating with the strong” will have a broader scope for implementation under relaxed constraints or other supportive conditions.

Key words: public management, collaborative governance, legitimacy, program cognition, inter-departmental cooperation, weak sectors

中图分类号:  D035

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