社会
社會
사회
Society
2014年
4期
187~209
,共null页
NGO 合作 行动策略 不完全合作
NGO 閤作 行動策略 不完全閤作
NGO 합작 행동책략 불완전합작
NGO, collaboration, action strategy, incomplete collaboration
中国NGO的发展策略越来越引起广泛关注，本文以“5·12”汶川地震NGO联合救灾行动为例，着重探讨当前中国NGO联合行动的“不完全合作，，问题。本文认为，不完全合作是NGO在面对内外部制度约束和组织限制条件下的主动策略性行动选择，具体策略机制表现为联合行动目标的自我约束、有限的组织参与和弹性的组织形式等三方面。NGO不完全合作策略的产生是由外部政治机会空间有限、组织关系网络的非正式性，以及组织合作意愿不完全等组织内外部因素的共同形塑而成。本文还指出，在当前整体限制性的制度环境下，正是这种不完全合作策略使得NGO联合救灾在面对各种挑战的情况下成为可能，但也因为合作的不完全性，使得联合行动难以持续。NGO进一步的持续合作还需要新的组织模式。
中國NGO的髮展策略越來越引起廣汎關註，本文以“5·12”汶川地震NGO聯閤救災行動為例，著重探討噹前中國NGO聯閤行動的“不完全閤作，，問題。本文認為，不完全閤作是NGO在麵對內外部製度約束和組織限製條件下的主動策略性行動選擇，具體策略機製錶現為聯閤行動目標的自我約束、有限的組織參與和彈性的組織形式等三方麵。NGO不完全閤作策略的產生是由外部政治機會空間有限、組織關繫網絡的非正式性，以及組織閤作意願不完全等組織內外部因素的共同形塑而成。本文還指齣，在噹前整體限製性的製度環境下，正是這種不完全閤作策略使得NGO聯閤救災在麵對各種挑戰的情況下成為可能，但也因為閤作的不完全性，使得聯閤行動難以持續。NGO進一步的持續閤作還需要新的組織模式。
중국NGO적발전책략월래월인기엄범관주，본문이“5·12”문천지진NGO연합구재행동위례，착중탐토당전중국NGO연합행동적“불완전합작，，문제。본문인위，불완전합작시NGO재면대내외부제도약속화조직한제조건하적주동책략성행동선택，구체책략궤제표현위연합행동목표적자아약속、유한적조직삼여화탄성적조직형식등삼방면。NGO불완전합작책략적산생시유외부정치궤회공간유한、조직관계망락적비정식성，이급조직합작의원불완전등조직내외부인소적공동형소이성。본문환지출，재당전정체한제성적제도배경하，정시저충불완전합작책략사득NGO연합구재재면대각충도전적정황하성위가능，단야인위합작적불완전성，사득연합행동난이지속。NGO진일보적지속합작환수요신적조직모식。
Since the 1990s＇, Chinese NGO＇s burgeoning development has attracted much attention from both the overseas and Chinese domestic academia, which shows a general shift of research focus from structural debates of the ＂State-NGO＂ relationships to exploration of NGOs＇ specific action strategies. However, as one of the key phenomenon of Chinese NGOs＇ growth and development, the issue of NGO collaboration has not been richly tapped on. Taking NGOs＇ joint disaster relief action during the Wenchuan Earthquake as the study case, this research tends to explore the ＂incompleteness＂ of NGO collaboration in China. It is contended that incomplete collaboration is a subjectively selected action strategy by NGOs when faced with externally institutional and internally organizational limitations. The strategic mechanisms of NGO incomplete collaboration are demonstrated by self-constrained joint action objects, organizations＇ limited engagement in the alliances and flexible organizing forms of alliances. The incomplete collaboration is induced by limited political opportunities, informal NGO networks and incomplete corporative willingness of NGOs. The authors further point out that, within the general limited political environment of authoritarian China, it is this kind of incomplete collaboration that enables NGOs＇ alliance during the disaster relief, which shows effectiveness of the action strategy. Meanwhile, because of its incompleteness, incomplete collaboration also leads to the fragility and weak internal control of NGO alliance, which shows the limitations of the action strategy. More stable and lasting NGOs＇ corporation in the future calls for other collaborative models.
