|作品名稱（其他語言）||Is the Firm or the Government Agency a Trouble Maker? A Case Study of Obstacles to Successful Public-Private Partnerships (PPPs) in E-Government|
|著錄名稱、卷期、頁數||公共行政學報=Journal of Public Administration 34，頁77-121|
本研究主要論點是：無論是「廠商對政府構成的交易成本」或「政府對廠商構成的交易成本」，兩者在影響協力結果的研究問題上皆應等量齊觀。基此，本文透過「臺北市民生活網公私合營專案」的個案研究，探究後者亦即政府對廠商構成的交易成本，如何對協力結果造成不良影響。研究發現顯示，資訊廠商執行任務所牽涉的種種問題構成其可觀的交易成本，此並可進一步概念化為「政治上交易成本」（如民選行政首長更替、機關首長更替等）與「行政上交易成本」（如業務移轉、機關地盤、機關與既有後端廠商的封閉式合約關係，以及地方政府管轄權等）。據此而論，在日後公私合夥政策實務上，政府作為公私合夥的發動者，同時握有較多行政經驗與資訊優勢，不僅應作好政府中心的評估，還應設法將廠商潛在交易成本納入考量並妥善處理，如此才有助於這類協力專案的永續發展。;In an age of state fiscal constraints and citizens’ growing demands, public-private partnerships (PPPs) are one of the strategies to cope with the challenges, and hence collaborative governance recently has become a popular theme in public management. However, most scholars in the field of PPPs and public contract management tend to discuss the issue of how to effectively reduce those costs such as ex-ante writing and implementing costs and ex-post compliance costs of contract from “the government-centered” viewpoint. Based upon this viewpoint, many of us can see that the transaction costs posed by the firm commonly be used to explain why the partnership is unsuccessful, but entirely neglect the possibility that the transaction costs posed by the government agencies might also seriously cause the partnership failure. Also, it clearly presumes that the firm rather than the government agency is a trouble maker. Even those, who recognize that the government agencies are the roots of partnership failure, incline to proportionately concentrate on the issue of the capability of public contract management, while they, to some degree, still neglect other deepening and structural obstacles. As we know, however, the logic of the PPPs are totally different to that of the outsourcing. Accordingly, the idea of how to strive to achieve the “win-win” goal by means of minimizing collaborative costs on both sides may deserve our attention very much, which can also provide a concrete rationale for the study of successful PPPs.
The author argues that the transaction costs posed by the firm or by the government agencies should pay equal attention when we are carrying on the related researches. Thus, the author tries to inquire the phenomenon of how the transaction costs posed by the government sector might affect the project failure too through the case study of “My Taipei Website PPPs Project”. The findings indicate that the partnership failure apparently results from two types of transaction costs posed by the government agencies, and each of them separately occurs on the level of politics and administration in the public bureaucracy. Specifically, the former mainly refers to the leadership turnover, and the latter contains the several factors such as tasks shift, administrative coordination, the third-party conflicts, local government jurisdictions and so on. Therefore, to enhance the performance and sustainability of PPPs projects, not only the transaction costs posed by the private sector should be evaluated, but the transaction costs posed by the public sector itself should also be considered and even managed well.
|關鍵字||電子化政府;公私合夥;協力治理;交易成本;政治不確定性;e-governments;public-private partnership;collaborative governance;transaction costs;political uncertainty|