动员模式与普通官员行为：以公共危机管理为例

Governmental Mobilization and Ordinary Official Behaviors:Taking the Public Crisis Management as an Example

官员积极履职是公共危机管理取得良好绩效的重要前提,受到治理模式这一基本制度框架的约束。本文借鉴常规式治理和运动式治理研究的分析思路,将政府公共危机管理职责分为日常管理和事件管理,以台风和食品安全管理为例,通过问卷调查数据对不同动员程度下普通官员履职行为进行分析。研究发现:(1)台风和食品安全管理中,官员事件管理履职程度都高于日常管理履职程度;(2)无论是日常管理还是事件管理,台风灾害管理中官员履职程度都整体高于食品安全管理中官员履职程度;(3)台风灾害日常管理和事件管理履职程度的差异小于食品安全日常管理和事件管理履职程度的差异。政府动员程度差异是官员履职程度这一系列差异背后的共同原因。根据交易成本理论,交易频率、后果破坏性和事务可预见性可能构成塑造政府动员程度的三个重要因素。

Using analytical thinking of ＂routine＂ and ＂mobilizational＂ governance modes, the government responsibilities of public crisis management are divided into daily management and event management. Taking typhoon and food safety management as an example, this article analyzes the differences of the ordinary official in performing their duties under ＂routine＂ and ＂rnobilizational＂ governance modes. The findings are as follow： （ 1 ） The ordinary officials perform their event management duties better than the daily management in both types of public crisis; （ 2 ） The ordinary officials perform typhoon management duties much better than food safety management in both daily and event management; （ 3 ） The difference between the performing of daily and event management duties in typhoon management is much less than that of in food safety management. The degree of government mobilization is a common mechanism behind this series of differences. Based on transaction cost theory, the frequency of transaction, the destructiveness of transaction results and the predictability of transaction constitute three reasons of governmental mobilization.