政府組織改造的跨國政策學習？以臺灣行政法人制度為例

Transnational Policy Learning in Government Reinvention? A Case Study of the Taiwanese NDPB System

在新公共管理的風潮下，許多國家推動政府組織改造，包括將公共任務交給具一定程度自主性之公共組織來執行的「代理機構化」。我國行政法人制度的創設，就是該背景下的產物。然而，我國究竟是參考什麼國外經驗，以及如何將其轉換為本國制度，既有文獻未提供明確的答案。本研究研析我國自2002年開始討論行政法人、直至2011年通過行政法人法的這段期間之官方會議紀錄，並訪談曾參與政策規劃的官員、專家學者，探討國外經驗如何影響我國行政法人的制度設計、跨國政策學習過程、以及影響這項政策學習的因素。研究結果發現，國外經驗確實啟發我國創設行政法人制度，但基於資訊落差、國內需求、過往經驗、政治環境等因素，我國制度與國外有明顯差異，具有濃厚的本土色彩。本個案可謂是未充分了解國外經驗之下的「不知情且不完整的軟性移植」。最後，本研究也針對如何進行跨國的政策學習進行反思，並提出建議。

In the context of the NPM trend, many countries are undergoing government organizational reforms, including the implementation of“agencification,”whereby public tasks are delegated to semi-autonomous public organizations. The establishment of the Non-Department Public Body (NDPB) system in Taiwan is a product of this background. However, the specific foreign experiences Taiwan referenced and how they were adapted into the national system have not been clearly documented in existing literature. This paper analyzes the official meeting records from the period when Taiwan discussed the NDPB system starting in 2002 until the passage of the NDPB Act in 2011. Additionally, it includes interviews with policymakers and experts involved in the policy planning process. The study investigates how foreign experiences influenced the institutional design of the Taiwanese NDPB system, the cross-national policy learning process involved, and the factors that affected this policy learning. The findings indicate that while foreign experiences inspired the creation of the system, significant localization occurred due to information gaps, domestic needs, past experiences, and political conditions. The case can be described as an“uninformed and incomplete soft transfer”due to the insufficient understanding of foreign experiences. The study concludes with reflections and recommendations on cross-national policy learning.