基于PV-GPG理论框架的公共项目绩效损失问题研究——以G省世界银行项目为例

Research on Public Project Loss of Performance Based on PV-GPG Theoretical Framework——Take G Province World Bank Project as an Example

公共项目极大促进了经济社会发展。但与此同时,技术治理路径下公共项目失败问题也在逐渐显现。论文选取G省世界银行项目为案例、将以公共价值为基础的政府绩效治理理论(PV-GPG)作为理论基础,通过扎根理论与认知地图相结合的研究方法,旨在研究公共项目失败的本质、影响因素及发生机理。理论分析发现,公共项目失败是公共项目中存在绩效损失的表现形式,而损失又可以依据"项目的产出差距"与"项目的需求偏离"分为两类。论文研究表明,社会价值建构过程不充分引起的项目设计与忽视资源禀赋问题组织管理中的激励故障与管理流程问题以及协同领导系统中的冲突与沟通问题共同导致了治理缺陷型绩效损失发生,"文化与制度差异""激励不足"与"缺乏压力"是解释治理缺陷型绩效损失的关键要素;社会价值建构过程的缺乏引起了项目概念与优先项选择错误问题,是导致价值偏离型绩效损失发生的充分条件,由于政治原因社会优先项被忽视是解释价值偏离型绩效损失的关键。

Public projects promote economic and social development.But,at the same time,public project failureshave also appearedas part of the path of technological governance.Taking the G Province World Bank project as a case and PV-GPG as the theoretical basis,this paper describes the essence,influencing factors,and mechanism of public project failure byusing the research method of grounded theory and cognitive mapping.Theoretical analysis shows that the failure of public projects is essentially a kind of loss of performance on the project.The loss can be divided into two categories based on the“project output gap”and the“project demand deviation”.This study shows that project design and neglect of resource endowments caused by inadequate social value construction process,incentive and management process problems in organizational management,and conflict,and communication problems in a collaborative leadership system lead to the occurrence of governance deficient performance loss.“Differences between culture and system”,“Insufficient motivation”and“lack of pressure”explain the performance loss of governance deficiencies.The lack of a social value construction process caused the wrong project concepts and priorities to be selected.Furthermore,the conditions for the loss to occur and the neglect of social priorities due to political reasons explain the loss as a result of value-deviant performance.