相互調適創造共好？公私協力對組織影響之研究

Mutual Adaptation Leading to Common Good? The Influence of Public Private Partnership on Organization

由於公私協力的重要性與日俱增，國內外相關文獻豐富，但有關協力過程中對於公私部門影響之研究則明顯不足。有鑑於此，本文以第一屆到第十屆金擘獎得獎個案為研究對象，先藉由文獻整理出組織文化、組織結構、管理方法和組織成員認知四個觀察面向，再透過問卷調查和深度訪談來蒐集資料，以瞭解協力對公私部門所產生的實際影響。
研究發現如下：首先，在組織文化上，公部門的組織文化雖然受影響有限，但開始學習換位思考，私部門為求續約，努力適應並理解公部門的思考和運作模式。其次，在組織結構上，公部門受制於法規，調整程度低，私部門則靈活設立新的事業單位以作為因應。第三，在管理方法上，公部門雖會給予適度經營彈性，但私部門為配合公部門要求，卻會抑制本身的創新並增強管理控制，影響協力的成效。第四，在組織成員認知的影響上，公部門以基層和中階管理者為主，私部門以高階管理者居多。由於公部門受影響者多數非為決策者，面對私部門的要求或困境，無法迅速回應，在協力制度的改變與創新上難以有顯著成效。

The importance of public-private partnership gradually increases is supported by rich local and international literature. However, there is a lack of research regarding the influence of public and private sectors during the partnership. Therefore, this paper studies winners of the 1st to the 10th Golden Thumb Awards. Literature review established four observatory aspects - organizational culture, organization structure, management style, and organizational members’cognition. This study is supported with data gathered from a questionnaire and in-depth interviews to understand the actual influence of public and private sectors during the partnership.
Research found the following: first, on organization culture, though it had limited impact on the public sector, somehow its representatives began to put themselves into others’shoes; representatives of the private sector made efforts to adapt to and understand public sector thinking and operations to sustain the contract. Second, on organization structure, the public sector is constrained by regulations and so is less flexible; the private sector is are rather flexible in establishing new entities. Third, on management style, though the public sector allows for a certain amount of flexibility, the private sector tends to suppress innovation and increase control to coordinate with the public sector which in turn affects partnership performances. Fourth, on organizational members’cognition, the public sector mainly is limited to entry level and mid-level managers whereas the private sector has high-level managers. As those affected in the public sector are not decision makers, they cannot respond rapidly to the requests or difficulties faced by managers in the private sector. Therefore, it is difficult to have significant achievement with respect to change or innovation in the partnership system.