“搭桥”:枢纽型社会组织转型发展的竞争逻辑与行动策略

"Making Bridges":Competitive Logic and Action Strategy for the Development of Hub-based Social

作为政府与一般性社会组织桥梁的枢纽型社会组织,当前也面临着发展转型的难题,探讨这种难题的解决之道需将其放置在特定的关系网络中。以江南社会工作协会为案例,运用结构洞理论对其关系网络和行动策略进行分析发现:枢纽型社会组织在不同时期分别承担着培育功能、整合功能、服务功能,功能变化的动因在于这类组织延伸其关系网络寻找不同主体间的结构洞,经由借助项目运作实现资源整合、发挥专业优势拓展服务群体等策略实现对结构洞两侧主体的“搭桥”,从而使自身在结构场中占据中心位置,促使各主体间资源和信息流通。枢纽型社会组织之所以能够“搭桥”,是其独特的联结纽带功能、与政府部门的强关系、丰富的资源系统以及社会治理现代化的制度环境多重因素的合力驱动,而这恰好也是枢纽型社会组织破解转型发展难题的核心所在。

Connecting the government and social organizations,a hub-based social organization is confronted with transitional development challenges while addressing social governance issues.To explore this issue,it needs to be placed in a specific relationship network.This essay adopted a case study method by investigating Jiangnan Association of Social Work,and the structural hole theory is applied to analyze its relationship network and action strategy.It is found that the hub-based social organization undertakes the nurturing function,integration function and service function respectively in different periods.The motivation for such changes is that such organizations extend their relationship network to search for the structural hole among different agents,making bridges among agents through structural hole.It employs the strategies such as project operation,resource integration,professional advantages,and expansion of service groups,so as to occupy a central position in the structural field and promote the flow of resources and information among networks.The“bridge-making”of hub-based organizations lies in their unique hub function,strong relationship with government departments,rich resource system and the institutional environment of social governance modernization,which is exactly the core of hub-based social organizations in solving its developmental challenges.