Please use this identifier to cite or link to this item: https://ah.nccu.edu.tw/handle/140.119/137698


Title: 公民參與的制度設計與公共價值創造:臺北市的個案研究
The Institutional Design of Public Participation and Public Value Creation: A Case Study of Taipei City
Authors: 林煥笙
Lin, Huan-Sheng
Contributors: 黃東益
林煥笙
Lin, Huan-Sheng
Keywords: 公共價值創造
公民參與
制度安排
制度創新
協力治理
Public value creation
Public participation
Institutional arrangements
Institutional innovation
Collaborative governance
Date: 2021
Issue Date: 2021-11-01 12:07:10 (UTC+8)
Abstract: 長期以來,學者們一直認為公民參與可以幫助公共管理人者更好地識別和理解公共價值,從而改善政策決策過程和結果。然而,並非所有的參與過程都能為利害相關者在政策制定上提供有用的機會。一方面,有系統地考慮公共價值的最大批評之一是來自學術社群對公共價值如何構成明顯地缺乏共識,甚至對其如何被創造出來也不甚清楚;另一方面,公民參與如何在存在經常相互衝突的多元組織、價值、利益和議程的複雜政策領域中適應及管理。本文以地方政府公民參與的政策執行作為研究背景,通過整合公共價值創造的途徑與公共管理者對公民參與的看法的迭代過程來嘗試解決這個問題。此過程確立了公共管理者個人特質、參與過程特徵、組織文化與能力,以及系絡特徵的迭代過程,以及跨越公民社會、政治和行政間界限的制度安排。研究發現強調,特定政府委員會的制度安排可以幫助政策制定者及政策管理者在跨部門及多層次的世界中共同創造公共價值。並且,認知到協力治理和制度創新是促進跨部門和跨領域的可能方法,藉此重塑政府與公民的關係並取得成效。
Scholars have long theorized that public participation can help public administrators better identify and understand public values and improve policy decision-making processes and outcomes. However, not all participatory processes provide meaningful opportunities for stakeholders to shape policy. On the one hand, one of the largest criticisms of the systematic consideration of public values is the marked lack of consensus in the academic community about what constitutes public value, and may even likely be unclear on how the values were created; on the other hand, how the public participation might be adapted and managed to complex policy fields in which there are multiple, often conflicting organizations, values, interests and agendas. This study uses policy implementation for local public participation as a context in which to address this issue by integrating the approach of public value creation and public managers’ perceptions of public participation. It identifies an iterative process of public managers’ personal characteristics, participatory process characteristics, organizational culture and capacity, and contextual features, with institutional arrangements across boundaries between civil society, politics, and administration. Findings highlight the institutional arrangements of the specific government committee can be used to help policy makers and managers jointly create public value in a cross-sector, multilevel world, and recognize collaborative governance and institutional innovation as a possible means of facilitating cross-sectoral and cross-boundary connections which might help to reframe government-citizen relationship and to deliver results.
Reference: 參考文獻
王光旭(2011)。社會網絡影響公私協力運作成效之研究:以臺灣中醫與牙醫健康保險總額支付委員會為例。行政暨政策學報,53,65-114。
江明修、林煥笙(2011)。公民社會之發展與臺灣民主化。載於周育仁、謝文煌(編),臺灣民主化的經驗與意涵(181-195頁)。臺北:五南。
李長晏、林煥笙(2014)。新北市幸福保衛站計畫執行成效之研究:協力綜效觀點。研習論壇,168,30-47。
林水波(2013年5月)。執行分析與政策續階- 以幸福保衛站計畫為例。「2013年第五屆公共治理學術研討會」。台中。
林佑聖(2018)。強化參與式預算過程中的公民認同,促進民主深化,2018年 1月23日,取自:https://twstreetcorner.org/2018/01/23/linyusheng/。
柯文哲(2015)。白色的力量3:柯P模式。臺北:三采文化股份有限公司。
孫本初、鍾京佑(2005)。治理理論之初探-政府、市場與社會治理架構。公共行政學報,16,107-135。
孫煒(2012)。民主治理中準政府組織的公共性與課責性:對於我國政府捐助之財團法人轉型的啟示。人文及社會科學集刊,24(4),497-528。
孫煒(2020)。臺灣地方基層官僚推動參與式預算的治理模式:桃園市案例研究。政治科學論叢,85,139-177。
莊文忠(2015)。公民導向的績效衡量與課責模式—以透明治理與開放政府為基礎。國土及公共治理季刊,3(3),7-19。
陳重安(2011)。政府契約委外的再檢視: 目標、理論應用、績效衡量、與知識論基礎。空大行政學報,22,159-180。
陳重安、許成委(2016)。公共服務動機:回顧、反思與未來方向。公共行政學報,51,69-96。
陳敦源(2009)。透明之下的課責:臺灣民主治理中官民信任關係的重建基礎。文官制度季刊,1(2),22-55。
陳敦源、張耀懋(2012)。建構全民健康保險會組織任務中財務收支連動運作機制之研究(編號:DOH101-HS-1001)。臺北市:行政院衛生署。
傅凱若(2019)。民主創新與公共價值創造的實踐—以臺灣都會區參與式預算為例,臺灣民主季刊,16(4),93-141。
黃東益、李仲彬(2010)。電子治理與民眾對政府信任:臺灣的個案分析。行政暨政策學報,51,77-124。
黃東益、李翰林、施佳良(2007)。「搏感情」或「講道理」?公共審議中參與者自我轉化機制之探討。東吳政治學報,25(1),39-71。
黃東益、陳敦源、蕭乃沂(2006)。政策民意調查:公共政策過程中的公眾諮詢。研考雙月刊,30(4),13-27。
黃湛利(2009)。Quangos 與澳門政府自治機構:兼與香港比較。Journal of US-China Public Administration,6(2),1-10。
魯俊孟(2011)。知情公民在公共治理決策程序的功能分析。人文及社會科學集刊,24(4),497-528。
臺北市政府(2018)。臺北市公民參與:開放政府的實踐。臺北:臺北市政府。

Abelson, R. P. (1986). Beliefs are like possessions. Journal for the Theory of Social Behaviour, 16(3), 223-230.
Alford, J. R., C. L. Funk, & J. R. Hibbing (2005). Are political orientations genetically transmitted? American Political Science Review, 99(2), 153-167.
Alford, J., & O. Hughes (2008). Public value pragmatism as the next phase of public management. American Review of Public Administration, 38(2), 130-148.
Alford, J., & J. O’Flynn (2009). Making sense of public value: Concepts, critiques, and emergent meanings. International Journal of Public Administration, 32(3-4), 171-191.
Alford, J., & S. Yates (2014). Mapping public value processes. International Journal of Public Sector Management, 27(4), 334-352.
Alford, J., S. Douglas, K. Geuijen, & P. ‘t Hart (2017). Ventures in public value management: Introduction to the symposium. Public Management Review, 19(5), 589-604.
Andrews, C. W., & M. S. De Vries (2007). High expectations, varying outcomes: Decentralization and participation in Brazil, Japan, Russia and Sweden. International Review of Administrative Sciences, 73(3), 424-451.
Ansell, C., & A. Gash (2008). Collaborative governance in theory and practice. Journal of Public Administration Research and Theory, 18, 543-571.
Ansell, C., & A. Gash (2018). Collaborative platforms as a governance strategy. Journal of Public Administration Research and Theory, 28(1), 16-32.
Appleby, P. H. (1949). Policy and administration. Tuscaloosa: University of Alabama Press.
Arnstein, S. R. (1969). A ladder of citizen participation. Journal of the American Institute of Planners, 35(4), 216-224.
Baldwin, E. (2019). Exploring how institutional arrangements shape stakeholder influence on policy decisions: A comparative analysis in the energy sector. Public Administration Review, 79(2), 246-255.
Baldwin, E., V. Rountree, & J. Jock (2018). Distributed resources and distributed governance: Stakeholder participation in demand side management governance. Energy Research and Social Science, 39, 37-45.
Bardach, E. (1998). Getting agencies to work together: The practice and theory of managerial craftsmanship. Washington, DC: Brookings Institution Press.
Bartel, C. A. (2001). Social comparisons in boundary-spanning work: Effects of community outreach on members’ organizational identity and identification. Administrative Science Quarterly, 46(3), 379-413.
Beierle, T. C. (2000). The quality of stakeholder-based decisions: Lessons from the case study record. Discussion Paper 00-56. Washington, DC: Resources for the Future.
Bell, E., J. Schroeder, & S. Warren (Ed.). (2013). The Routledge companion to visual organization. New York: Routledge.
Benington, J. (2011). From private choice to public value? In J. Benington & M. Moore (Ed.), Public value: Theory and practice (pp. 31-49). New York: Palgrave Macmillan.
Bhatt, Y., A. L. Olsen, & L. H. Pedersen (2009). The effects of administrative professionals on contracting out. Governance: An International Journal of Policy, Administration, and Institutions, 22(1), 121-137.
Blais, M. R., S. Sabourin, C. Boucher, & R. J. Vallerand (1990). Toward a motivational model of couple happiness. Journal of Personality and Social Psychology, 59(5), 1021-1031.
Blatner, K. A., M. S. Carroll, S. E. Daniels, & G. B. Walker (2001). Evaluating the application of collaborative learning to the Wenatchee fire recovery planning effort. Environmental Impact Assessment Review, 21, 241-270.
Boswell, C. (2009). Knowledge, legitimation and the politics of risk: The functions of research in public debates on migration. Political Studies, 57, 165-186.
Bovens, M. (2005). Public accountability. In E. Ferlie, L. E. Lynn Jr., & C. Pollitt (Ed.), The Oxford handbook of public management (pp. 182-208). Oxford: Oxford University Press.
Boyer, E. J., J. D. Rogers, & D. M. Van Slyke (2018). Analysing managerial perceptions of when and how to structure public involvement in public-private partnerships. Local Government Studies, 44(4), 443-464.
Boyte, H. (2005). Reframing democracy: Governance, civic agency, and politics. Public Administration Review, 65(5), 536-546.
Boyte, H. (2011). Constructive politics as public work: Organizing the literature. Political Theory, 39(5), 630-660.
Bozeman, B. (2002). Public value failures: When efficient markets may not do. Public Administration Review, 62, 145-161.
Bozeman, B. (2007). Public values and public interest: Counterbalancing economic individualism. Washington, DC: Georgetown University Press.
Bozeman, B., & D. Sarewitz (2011). Public value mapping and science policy evaluation. Minerva: A Review of Science, Learning and Policy, 49(1), 1-23.
Brehm, J., & S. Gates (1997). Working, shirking, and sabotage: Bureaucratic response to a democratic public. Ann Arbor: University of Michigan Press.
Brown, I. (2000). Involving the public in general practice in an urban district: Levels and type of activity and perceptions of obstacles. Health & Social Care in the Community, 8(4), 251-259.
Brown, M. B. (2008). The politics of representation on government advisory committees. Political Research Quarterly, 61, 547-560.
Bryson, J. M., F. Ackermann, C. Eden, & C. B. Finn (2004). Visible thinking: Unlocking causal mapping for practical business results (1st ed.). Chichester, England: Wiley.
Bryson, J. M., F. Berry, & K. Yang (2010). The state of public strategic management research: A selective literature review and set of future directions. American Review of Public Administration, 40(5), 495-521
Bryson, J. M., K. S. Quick, C. S. Slotterback, & B. C. Crosby (2013). Designing public participation processes. Public Administration Review, 73(1), 23-34.
Bryson, J. M., F. Ackermann, & C. Eden (2014). Visual strategy. San Francisco: Jossey-Bass.
Bryson, J. M., B. C. Crosby, & L. Bloomberg (2014). Public value governance: Moving beyond traditional public administration and the New Public Management. Public Administration Review, 74(4), 445-456.
Bryson, J. M., B. C. Crosby, & L. Bloomberg (2015). Introduction to creating public value in practice. In J. M. Bryson, B. C. Crosby, & L. Bloomberg (Ed.), Creating public value in practice: Advancing the common good in a multi-sector, shared-power, no-one-wholly-in-charge world (pp. 1-26). New York: Taylor & Francis.
Bull, R., J. Petts, & J. Evans (2008). Social learning from public engagement: Dreaming the impossible? Journal of Environmental Planning and Management, 51, 701-716.
Carpenter, S. L. & W. J. D. Kennedy (2001). Managing public disputes: A practical guide for government, business, and citizens’ groups. San Francisco: Jossey-Bass.
Chen, C. A., & B. Bozeman (2013). Understanding public and nonprofit managers’ motivation through the lens of self-determination theory. Public Management Review, 15(4), 584-607.
Chrislip, D., & C. E. Larson (1994). Collaborative leadership: How citizens and civic leaders can make a difference. Jossey-Bass Publishers, San Francisco.
Coase, R. (1974). The lighthouse in economics. Journal of Law and Economics, 17(2), 357-376.
Cohen, J. (1989). Deliberation and democratic legitimacy. In A. Hamlin & P. Pettit (Ed.), The good polity (pp. 17-34). Oxford: Basil Blackwell.
Cole, M. (2004). Consultation in local government: A case study of practice at Devon County Council. Local Government Studies, 30(2), 196-213.
Connick, S. (2006). Sacramento Area Water Forum: A case study. IURD working paper series 2006-06. Berkeley, CA: Univ. of California.
Conrad, E., L. F. Cassar, M. Christie, & I. Fazey (2011). Hearing but not listening? A participatory assessment of public participation in planning. Environment and Planning C: Government & Policy, 29(5), 761-782.
Cook, S. L., & Z. Ma (2014). The interconnectedness between landowner knowledge, value, belief, attitude, and willingness to act: Policy implications for carbon sequestration on private rangelands. Journal of Environmental Management, 134, 90-99.
Cresswell, A. M., M. Cook, & N. Helbig (2015). Putting public value to work for public management decision making. In J. M. Bryson, B. C. Crosby, and L. Bloomberg (Ed.), Public value and public administration (pp. 204-219). Washington, DC.
Crosby, B. C., P. Hart, & J. Torfing (2016). Public value creation through collaborative innovation. Public Management Review, 19(5), 655-669.
Culver, K., & P. Howe (2004). Calling all citizens: The challenges of public consultation. Canadian Public Administration, 47(1), 52-75.
Dahl, A., & J. Soss (2014). Neoliberalism for the common good? Public value governance and the downsizing of democracy. Public Administration Review, 74(4), 496-504.
De Vries, M. S. (2000). The bureaucratization of participation. International Review of Administrative Sciences, 66(2), 325-348.
De Vries, M. S. (2005). Trust and governance practices among local leaders. International Review of Administrative Sciences, 71(3), 405-424.
Dryzek, J. S. (1996). Political inclusion and the dynamics of democratization. American Political Science Review, 90(1), 475-487.
Dryzek, J. S. (2002). Deliberative democracy and beyond: Liberals, critics, contestations. Oxford, UK.: Oxford University Press.
Dryzek, J. S., & A. Tucker (2008). Deliberative innovation to different effect. Public Administration Review, 68(5), 864-876.
Du Gay, P. (2000). In praise of bureaucracy. London: Sage.
Eckerd, A., & R. L. Heidelberg (2019). Administering public participation. The American Review of Public Administration, 50(2), 1-15.
Edelenbos, J. (2005). Institutional implications of interactive governance: Insights from Dutch practice. Governance, 18(1), 111-134.
Edelenbos, J., P-J. Klok, & J. van Tatenhove (2009). The institutional embedding of interactive policy making. American Review of Public Administration, 39(2), 125-148.
Edvardson, B., A. Gustafsson, & I. Roos (2005). Service portraits in service research: A critical review. International Journal of Service Industry Management, 16(1), 107-121.
Elkin, S. L., & K. E. Soltan, (Ed). (1999). Citizen competence and democratic institutions. University Park, Pennsylvania: The Pennsylvania State University Press.
Emerson, K., T. Nabatchi, & S. Balogh (2012). An integrative framework for collaborative governance. Journal of Public Administration Research and Theory, 22, 1-29.
Engel, L. C. (1994). A functional anatomy of teamwork. In A. Leathard (Ed.), Going interprofessional: Working together for health and welfare (pp. 64-74). London: Routledge.
Etzioni, A. (2010). Is transparency the best disinfectant? The Journal of Political Philosophy, 18(4), 389-404.
Farrell, C. M. (2005). Governance in the UK public sector: The involvement of the governing board. Public Administration, 83(1), 89-110.
Farrell, J. (1993). Meaning and credibility in cheap-talk games. Games and Economic Behavior, 5, 514-531.
Fisher, T. (2014). Public value and the integrative mind: How multiple sectors can collaborate in city building. Public Administration Review, 74(4), 457-464.
Fung, A. (2002). Crating deliberative publics: Governance after devolution and democratic centralism. The Good Society, 11(1), 66-71.
Fung, A. (2006). Varieties of participation in complex governance. Public Administration Review, 66, 66-75.
Fung, A. (2015). Putting the public back into governance: The challenges of citizen participation and its future. Public Administration Review, 75(4), 513-522.
Gagné, M., & E. L. Deci (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362.
Geuijen, K., M. Moore, A. Cederquist, R. Ronning, & M. van Twist (2017). Creating public value in global wicked problems. Public Management Review, 19(5), 621-639.
Goldsmith, S., & W. D. Eggers (2004). Governing by network: The new shape of the public sector. Washington, DC: Brookings Institution Press.
Gray, B. (1989). Collaborating finding common ground for multiparty problems. San Francisco: Jossey-Bass.
Habermas, J. (1984). The theory of communicative action vol.1: Reason and the rationalization of society. Boston, MA: Beacon Press.
Habermas, J. (1991). The structure transformation of the public sphere. Translated by T. Burger. Cambridge, MA: MIT Press.
Hall, P. A. (2010). Historical institutionalism in rationalist and sociological perspective. In J. Mahoney & K. Thelen (Ed.), Explaining institutional change: Ambiguity, agency, and power (pp. 204-224). New York: Cambridge University Press.
Hanssen, G. S., & E. I. Falleth (2014). Market-oriented urban planning–constraining citizen participation. Local Government Studies, 40(3), 403-428.
Hartley, J., E. Sørensen, & J. Torfing (2013). Collaborative innovation: A viable alternative to market-competition and organizational entrepreneurship? Public Administration Review, 73(6), 821-830.
Hartley, J., J. Alford, E. Knies, & S. C. Douglas (2016). Towards an empirical research agenda for public value theory. Public Management Review, 19(5), 670-685.
Hartley, J, A. Sancino, M. Bennister, & S. L. Resodihardjo (2019) Leadership for public value: Political astuteness as a conceptual link. Public Administration, 97(2), 239-249.
Healey, P. (1996). Consensus-building across difficult divisions: New approaches to collaborative strategy making. Planning Practice and Research, 11(2), 207-216.
Hong, S. (2015). Citizen participation in budgeting: A trade-off between knowledge and inclusiveness? Public Administration Review, 75(4), 572-582.
Hughes, O. (2012). Public management and administration: An introduction (4th ed.). Palgrave Macmillan, Basingstoke.
Ianniello, M., S. Iacuzzi, P. Fedele, L. Brusati, S. Lacuzzi, P. Fedele, & L. Brusati (2018). Obstacles and solutions on the ladder of citizen participation: A systematic review. Public Management Review, 23(1), 21-46.
Irvin, R. A. & J. Stansbury (2004). Citizen participation in decision making: Is it worth the effort? Public Administration Review, 64(1), 55-65.
Jacobs, L. R. (2014). The contested politics of public value. Public Administration Review, 74(4), 480-494.
John, P. (2009). Can citizen governance redress the representative bias of political participation? Public Administration Review, 69(3), 494-503.
Johnson, B. J. (2011). Creating civic bureaucrats. International Public Management Journal, 14(2), 157-192.
Jørgensen, T. B., & B. Bozeman (2002). Public values lost? Comparing cases on contracting out from Denmark and the United States. Public Management Review, 4(1), 63-81.
Jørgensen, T. B., & B. Bozeman (2007). Public values: An inventory. Administration & Society, 39(3), 354-381.
Keast, R., M. Mandell, K. Brown, & G. Woolcock (2004). Network structures: Working differently and changing expectations. Public Administration Review, 64(3), 363-371.
Kernaghan, K. (2003). Integrating values into public service: The values statement as centerpiece. Public Administration Review, 63(6), 711-719.
Kettl, D. (2008). The next government of the United States: Why our institutions fail us and how to fix them. New York: Norton.
Kettl, D. F. (2002). The transformation of government. Public administration for twenty-first century America. Baltimore, MD: The John Hopkins University Press.
King, C. S., K. M. Feltey, & B. O. Susel (1998). The question of participation: Toward authentic public participation in public administration. Public Administration Review, 58(4), 317-326.
King, G., R. D. Keohane, & S. Verba (1994). Designing social inquiry: Scientific inference in qualitative research. Princeton, NJ: Princeton University Press.
Knight, J. & J. Johnson (1997). What sort of equality does deliberative democracy require. In J. Bohman. & W. Rehg (Ed.), Deliberative democracy: Essays on reason and politics (pp. 279-320). Cambridge, MA: MIT Press.
Kooiman, J. (1993). Modern governance: New government-society interactions. London: SAGE.
Lavertu, S., & D. L. Weimer (2010). Federal advisory committees, policy expertise, and the approval of drugs and medical devices at the FDA. Journal of Public Administration Research and Theory, 21, 211-237.
Leach, W. D. & P. A. Sabatier (2005). To trust an adversary: Integrating rational and psychological models of collaborative policy making. American Political Science Review, 99(4), 491-503.
Leonard, H. B. & M. H. Moore (2012). Pursuing public value: Frameworks for strategic analysis and action. In J. D. Donahue & M. H. Moore (Eds.), Ports in a storm: Public management in a turbulent world (pp. 84-115). Brookings Institution Press.
Li, M. H., & M. K. Feeney (2014). Adoption of electronic technologies in local U.S. governments: Distinguishing between e-services and communication technologies. American Review of Public Administration, 44(1), 75-91.
Liao, Y. (2018). How to make using two-way mechanisms routine: Testing a preliminary model. Public Performance and Management Review, 41(3), 519-543.
Liao, Y., & Y. Zhang. (2012). Citizen participation in local budgeting: Mechanisms, political support, and city manager’s moderating Role. International Review of Public Administration, 17(2), 19-38.
Liao, Y., & H. L. Schachter (2018). Exploring the antecedents of municipal managers’ attitudes towards citizen participation. Public Management Review, 20(9), 1287-1308.
Liao, Y., & L. Ma. (2019). Do professional associations make a difference? Linking municipal managers’ association participation and attitudes toward citizen participation. Public Management Review, 21(12), 1824-1847.
Lipsky, M. (1980). Street-level bureaucracy: Dilemmas of the individual in public services. New York: Russell Sage Foundation.
Luton, L. S. (1995). Citizen participation in solid waste policymaking: A case study of the Spokane experience. International Journal of Public Administration, 18(4), 613-637.
Mahoney, J., & K. Thelen (2010). A theory of gradual institutional change. In J. Mahoney, & K. Thelen (Ed.), Explaining institutional change: Ambiguity, agency, and power (pp. 1-37). New York: Cambridge University Press.
Mansbridge, J. (Ed.). (1990). Beyond self-interest. Chicago: University of Chicago Press.
Matthews, D. (1984). The public in theory and practice. Public Administration Review, 44, 122-125.
Migchelbrink, K., & S. Van de Walle (2020). When will public officials listen? A vignette experiment on the effects of input legitimacy on public officials’ willingness to use public participation. Public Administration Review, 80(2), 271-280.
Migchelbrink, K. & S. Van de Walle (2021). A systematic review of the literature on determinants of public managers' attitudes toward public participation. Local Government Studies, DOI: 10.1080/03003930.2021.1885379.
Mitchell, J. (1997). Representation in government boards and commissions. Public Administration Review, 57(2), 160-167.
Molina, A. D., & M. W. Spicer (2004). Aristotelian rhetoric, pluralism, and public administration. Administration & Society, 36(3), 282-305.
Moore, M. H. (1995). Creating public value: Strategic management in government. Cambridge, MA: Harvard University Press.
Moore, M. H. (2013). Recognizing public value. Cambridge, MA: Harvard University Press.
Moore, M. H. (2014). Public value accounting: Establishing a philosophical basis. Public Administration Review, 74(4), 465-477.
Moore, M. H., & J. Benington (2011). Conclusions. In J. Benington, & M. H. Moore (Ed.), Public value: Theory and practice (pp. 256-274). Basingstoke, UK: Palgrave Macmillan.
Moore, M. H., & A. Fung (2012). Calling publics into existence: The political arts of public management. In J. Donahue & M. Moore (Ed.), Ports in a storm: Public management in a turbulent world (pp. 180-197). Washington, DC: Brookings.
Moynihan, D. P. (2003). Normative and instrumental perspectives on public participation: Citizens summits in Washington D.C. The American Review of Public Administration, 33(2), 164-188.
Murdock, B. S., C. Wiessner, & K. Sexton (2005). Stakeholder participation in voluntary environmental agreements: Analysis of 10 Project XL case studies. Science, Technology, and Human Values, 30, 223-250.
Nabatchi, T. (2010a). Why public administration should take deliberative democracy seriously. In R. O’Leary, S. Kim, & D. Van Slyke (Ed.), The future of public administration, public management and public service around the world: The Minnowbrook perspective (pp. 159-166). Washington, D.C., Georgetown University Press.
Nabatchi, T. (2010b). Addressing the citizenship and democratic deficits: The potential of deliberative democracy for public administration. The American Review of Public Administration, 40(4), 376-399.
Nabatchi, T. (2012). Putting the “public” back in public values research: Designing public participation to identify and respond to public values. Public Administration Review, 72(5), 699-708.
Nalbandian, J. (1999). Facilitating community, enabling democracy: New roles for local government managers. Public Administration Review, 59(3), 187-197.
Nambisan, S. (2009). Platforms for collaboration. Stanford Social Innovation Review, 7, 44-49.
Neaera A., R. & M. E. Keck (2009). Mobilizing the state: The erratic partner in Brazil’s participatory water policy. Politics & Society, 37(2), 289-314.
Neshkova, M. I. & H. D. (David) Guo. (2018). Policy target populations and public participation in agency decision making. International Public Management Journal, 21(2), 297-325.
Okin, S. M. (1982). “The soveraign and his counsellours”: Hobbes’s reevaluation of Parliament. Political Theory, 10, 49-75.
Osborne, D., & P. Hutchinson (2004). The price of government: Getting the results we need in an age of permanent fiscal crisis. New York: Basic Books.
Ostrom, E. (2005). Understanding institutional diversity. Princeton, NJ: Princeton University Press.
Page, S. B., M. M. Stone, J. M. Bryson, & B. C. Crosby (2015). Public value creation by cross-sector collaborations: A framework and challenges of assessment. Public Administration, 93(3), 715-732.
Perry, J. L., & L. W. Porter (1982). Factors affecting the context for motivation in public organizations. Academy of Management Review, 7(1), 89-98.
Powlick, P. J. (1991). The attitudinal bases for responsiveness to public opinion among American foreign policy officials. Journal of Conflict Resolution, 35(4), 611-641.
Quayle, M. (1995). Urban greenways and public ways: Realizing public ideas in a fragmented world. Landscape and Urban Planning, 33(1-3), 461-475.
Quick, K. S. (2015). Locating and building collective leadership and impact. Leadership, 13(4), 445-471.
Radin, R. A. (1996). Managing across boundaries. In D. F. Kettl & H. B. Milward (Ed.), The state of public management (pp. 145-167). Baltimore: Johns Hopkins University Press.
Ragin, C. (1997). Turning the tables: How case-oriented methods challenge variable-oriented methods. Comparative Social Research, 16, 27-42.
Rhodes, R. A. W. (1997). Understanding governance: Policy networks, governance, reflexivity and accountability. Buckingham: Open University Press.
Rhodes, R. A. W., & J. Wanna (2007). Limits to public value, or rescuing responsible government from the platonic guardians. Australian Journal of Public Administration, 66(4), 406-421.
Richardson, G. P., D. F. Andersen, & L. F. Luna-Reyes (2015). Joining minds: System dynamics group model building to create public value. In J. M. Bryson, B. C. Crosby, & L. Bloomberg (Ed.), Public value and public administration (pp. 53-67). Washington, DC.
Roberts, N. C. (1997). Public deliberation: An alternative approach to crafting policy and setting direction. Public Administration Review, 57(2), 124-132.
Roberts, N. C. (2008). The age of direct citizen participation. Armonk, NY: M. E. Sharpe.
Robertson, P. J., & Choi, T. (2012). Deliberation, consensus, and stakeholder satisfaction: A simulation of collaborative governance. Public Management Review, 14(1), 83-103.
Rutgers, M. R. (2015). As good as it gets? On the meaning of public value in the study of policy and management. American Review of Public Administration, 45(1), 29-45.
Ryan, R. M., & J. P. Connell (1989). Perceived locus of causality and internalization: Examining reasons for acting in two domains. Journal of Personality and Social Psychology, 57(5), 749-761.
Ryan, R. M., & E. L. Deci (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68-78.
Schuckman, M. (2001). Making hard choices: A collaborative governance model for the biodiversity context. Washington University Law Quarterly, 79(1), 343-365.
Seddon, J. (2008). Systems thinking in the public sector: The failure to reform regime and a manifesto for a better way. Axminster: Triarchy Press.
Shapiro, I. (2003). The state of democratic theory. Princeton, NJ: Princeton University Press.
Skelcher, C., & J. Torfing (2010). Improving democratic governance through institutional design: Civic participation and democratic ownership in Europe. Regulation & Governance, 4(1), 71-91.
Stoker, G. (2006). Public value management: A new narrative for networked governance? American Review of Public Administration, 36(1), 41-57.
Strauss, A. L. (1987). Qualitative analysis for social scientists. New York: Cambridge University Press.
Sullivan, H., & C. Skelcher (2002). Working across boundaries: Collaboration in public services. New York: Palgrave/Macmillan.
Susskind, L., & J. Cruikshank (1987). Breaking the impasse: Consensual approaches to resolving public disputes. Basic Books: New York.
Thacher, D., & M. Rein (2004). Managing value conflict in public policy. Governance, 17(4), 457-486.
Thomas, J. C. (2013). Citizen, customer, partner: Rethinking the place of the public in public management. Public Administration Review, 73(6), 786-796.
Thomson, A. M., & J. L. Perry (2006). Collaboration processes: Inside the black box. Public Administration Review, 66(s1), 20-32.
Thynne, I. (2006). Statutory bodies as instruments of government in Hong Kong: Review beginnings and analytical challenge ahead. Public Administration and Development, 26, 45-53.
Toma, C., & F. Butera (2009). Hidden profiles and concealed information: Strategic information sharing and use in group decision making. Personality and Social Psychology Bulletin, 35(6), 793-806.
Torfing, J., & E. Sørensen (2019). Interactive political leadership in theory and practice: How elected politicians may benefit from co-creating public value outcomes. Administrative Sciences, 9(3), 1-18.
Van der Wal, Z., G. de Graaf, & A. Lawton (2011). Competing values in public management. Introduction to the Symposium Issue. Public Management Review, 13(3), 331-341.
Van der Wal, Z., T. Nabatchi, & G. de Graaf (2015). From galaxies to universe: A cross-disciplinary review and analysis of public values publications from 1969 to 2012. American Review of Public Administration, 45(1), 13-28.
Wamsley, G. L. & J. F. Wolf. (Ed). (1996). Refounding democratic public administration: Modern paradoxes. Postmodern Challenges: Sage Publications.
Wang, X., Hawkins, C. V., Lebredo, N., & E. M. Berman (2012). Capacity to sustain sustainability: A study of U.S. cities. Public Administration Review, 72(6), 841-853.
Warner, J. F. (2006). More sustainable participation? Multi-stakeholder platforms for integrated catchment management. Water Resources Development, 22(1), 15-35.
Weber, M. (1919). Politics as a vocation. In H. Gerth & C. Mills (Ed.), From Max Weber: Essays in sociology (1946 Ed.). (pp. 77-128). New York, NY: Oxford University Press.
Weber. M. (1978). Economy and society. Berkeley: University of California Press.
Weeks, E. C. (2000). The practice of deliberative democracy: Results from four large-scale trails. Public Administration Review, 60(4), 360-372.
Welch, J., H. Rimes, & B. Bozeman (2015). Public value mapping. In J. M. Bryson, B. C. Crosby, & L. Bloomberg (Ed.), Public value and public administration (pp. 131-146). Washington, DC.
Wilson, W. (1887). The study of administration. Political Science Quarterly, 2, 197-222.
Yang, K. (2005). Public administrators’ trust in Citizens: A missing link in citizen involvement efforts. Public Administration Review, 65(3), 273-285.
Yang, K. (2016). Creating public value and institutional innovations across boundaries: An integrative process of participation, legitimation, and implementation. Public Administration Review, 76(6), 873-885.
Yang, K., & K. Callahan (2007). Citizen involvement efforts and bureaucratic responsiveness: Participatory values, stakeholder pressures, and administrative practicality. Public Administration Review, 67(2), 249-264.
Yang, K., & S. K. Pandey (2011). Further dissecting the black box of citizen participation: When does citizen involvement lead to good outcomes? Public Administration Review, 71(6), 880-892.
Young, I. M. (2000). Inclusion and democracy. Oxford, UK: Oxford University Press.
Zhang, F., & M. K. Feeney (2020). Engaging through technology: The role of administrative culture and mandates. Public Management Review, 22(10), 1423-1442.
Description: 博士
國立政治大學
公共行政學系
100256502
Source URI: http://thesis.lib.nccu.edu.tw/record/#G0100256502
Data Type: thesis
Appears in Collections:[公共行政學系] 學位論文

Files in This Item:

File Description SizeFormat
650201.pdf4077KbAdobe PDF17View/Open


All items in 學術集成 are protected by copyright, with all rights reserved.


社群 sharing